INNOVATING JUSTICE: NEEDED AND POSSIBLE€¦ · other sectors like health and education to develop financing models that can support the justice innovation that is needed. We end

INNOVATING JUSTICE:NEEDED AND POSSIBLE

Report of the Innovation Working Group2019

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Contents1.Introduction...................................................................................................................................2

2.Whatisthisdocument?.................................................................................................................3TheTaskForceonJustice......................................................................................................................3

TheInnovationWorkingGroup.............................................................................................................4

3.Thejusticegap...............................................................................................................................4Thecurrentpicture...............................................................................................................................4

Lookingforward....................................................................................................................................5

Wecandosomething...........................................................................................................................6

4.Newmentalmodels.......................................................................................................................6Puttingpeoplefirst................................................................................................................................6

Drivingtowardsoutcomes....................................................................................................................7

Openingup............................................................................................................................................7

Newlookatcosts..................................................................................................................................8

5.Newservices..................................................................................................................................8Accessiblejusticehelpers......................................................................................................................8

Legaltech..............................................................................................................................................9

Legalinformationproviders................................................................................................................11

AlternativeLegalServiceProviders.....................................................................................................12

Resolution...........................................................................................................................................13

6.Thechallengeofscale..................................................................................................................14Newregulatorymodelsforlegalservices...........................................................................................15

Openingupofcourtandotherneutralprocedures............................................................................16

Dataand‘WhatWorks’platforms.......................................................................................................16

Innovationecosystems........................................................................................................................17

Newpartnerships................................................................................................................................18Trainingandeducation........................................................................................................................19

7.Financinginnovations..................................................................................................................19

8.Strategiestomakeithappen.......................................................................................................22

9.Listofmembers...........................................................................................................................23

10.Readingsandsourcematerial....................................................................................................23

Endnotes.........................................................................................................................................24

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1.IntroductionThisisthereportoftheInnovationWorkingGroupoftheTaskForceonJustice.TheInnovationWorkingGroupwasaskedtoreviewtheevidenceofunmetjusticeneeds,explorethepotentialforinnovation,exploretheinvestmentpossibilitiesforpromisinginnovationareas,provideparametersforenhancinginnovationforSDG16.3,andtomakerecommendationsonthesematterstotheTaskForceonJustice.

Theaccesstojusticegapintheworldishuge.Justicesystemsarenotmeetingtheneedsofpeopleinaseriousway.Andwhattheydoprovidewithinthecapacitytheyhaveisnotgoodenough.Infact,thesituationismuchmoreurgent.Notonlyisthereaseriousproblemnow,buttheworldischangingfast,inmanyways.Manyuncertaintiesandtransitionsaheadofusmakeitmoreimportantthaneverthatwehavegoodinfrastructureinplacetopreventandresolvejusticeproblems.

Wewillneedinnovationtodealwiththisproblem.Wemustchallengesomeofourbasicassumptionsaboutwhatjusticesystemsmustdoandhowtheydothat.Doingjusticeiscurrentlyperceivedandorganizedasapplyingnormstopeople’sbehaviour.Itshouldbere-framedintermsofthejusticeneedsofpeopleandthefairnessoftheirrelationships.Weneedafocusonoutcomes.Didanaggrievedpersongetasolution?Wascommunityharmonyrestored?Isfurtherharmprevented?Butalso:isthenumberofpeoplethatbelievethejusticesystemisnotopentothemdecreasing?Justicesystemsmustalsoopen-upandletothersinbesideslawyers.Wemustalsostartseeingcostsdifferently:justicesystemsdon’tonlycostmoney;theyalsoprovide‘revenue’andbenefitsinthesocialandeconomicsense.

Wehaveseentheemergenceofnewtechnologiesandservices,bothverynewtechnologicaladvancesand21stcenturyupgradesofancienttraditions,thatareavailabletoclosethejusticegap.Theyallfocusonpeople’sjusticeneeds,andtheoutcomestheyneed,inanopen,interdisciplinaryway.Ratherthanbeingrestrainedbyoldmodelsofdeliveringjustice,theyareabletosystematicallyaddmorevaluetoeconomiesandtomanageconflictinaninclusivewaythatincreasessocialcohesion.Thisisabottom-upmovement.Itisaresponsetothefactthatthelawyersandcourtsarenotalwaysdeliveringwhatisneeded.Wesharesomeexamplesofwhatwesee.

Itisalsonecessarytoopenupwhenitcomestofinancingjusticeinnovation.Itdoesnotseemlikelythatthejusticegapwillbeclosedwithpublic,governmentfundingalone.Thatwouldalsonotbewise,giventhegeneralargumentforopening-upthelegalsectorwehavemadeinthisreport.Wecanlearnfromothersectorslikehealthandeducationtodevelopfinancingmodelsthatcansupportthejusticeinnovationthatisneeded.

Weendwithsomesuggestionsaboutwhatisneededfromwhomtomakethischangehappen.

ItisourhopethatourworkisausefulcontributiontotheincrediblyimportantworkoftheTaskForceonJustice.

Signed,

ThemembersoftheInnovationWorkingGroup

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2.Whatisthisdocument?TheTaskForceonJustice

ThisisthereportoftheInnovationWorkingGroupoftheTaskForceonJustice.TheTaskForceonJusticeisaninitiativeofthePathfindersforPeaceful,JustandInclusiveSocieties.ThisgroupofUNmemberstates,internationalorganizations,globalpartnerships,civilsocietynetworks,andtheprivatesectorisworkingtodelivertheSustainableDevelopmentGoaltargetsforPeaceful,JustandInclusiveSocieties(SDG16+).ItisconvenedbythegovernmentsofBrazil,SierraLeone,andSwitzerlandandbytheCenteronInternationalCooperation(CIC)ofNewYorkUniversity.

TheTaskForceonJusticeaimstoencourageaccelerationintheprovisionofjusticetopeopleandcommunitieswhodonotgettheprotectionofthelawtheyareentitledto.Theinternationalcommunityhasmadestrongcommitmentstoensurethisinbothnationallawsandinternationalagreements.ThosecommitmentswerereaffirmedwithSustainableDevelopmentGoal16,andinparticularTarget16.3:ensuringequalaccesstojusticeforall.

Theco-chairsoftheTaskForcearePriscillaSchwartz(MinisterofJustice,SierraLeone),SigridKaag(MinisterofTradeandDevelopment,TheNetherlands),GermanGaravano(MinisterofJustice,Argentina),andHinaJilaniofTheElders.

TheTaskForceisworkingtowardsthefollowingoutcomes:

§ Governments(nationalorsubnational)makeambitiouscommitmentstoimplementSDG16.3,backedupbycredible,realistic,andfundedstrategiesandplans.

§ IncreasinglycoherentandcomprehensivesupportfortheimplementationofSDG16.3frominternationalandregionalorganizations,andfrommulti-stakeholderpartnerships.

§ Amoreeffectiveandempoweredmovementforjusticeatglobal,regional,nationalandlocallevels.

ThefirstmeetingoftheTaskForceonJusticetookplaceonFebruary20-22,2018inBuenosAires,Argentina.ThesecondmeetingtookplaceinFreetown,SierraLeoneonOctober11-12,2018.ThethirdmeetingtookplaceinTheHague,theNetherlandsonFebruary6-8,2019.Thiseventwaspreceded,on6February,bytheInnovatingJusticeForum2019,whichhasasitsmaintheme‘FromInnovationtoScale’,wherethisreportwaslaunched.MorelauncheventswillbeheldinSpring2019,aheadoftheHigh-levelPoliticalForum(HLPF)inJulyandtheSDGSummitinSeptember2019.

TheTaskForceonJusticehasbeenstructuredaccordingtothreeworkstreamsidentifiedintheTaskForcetermsofreference:

§ Thejusticegap.Whatdopeopleneedandwantwhentheyseekjustice?Whatkindofjusticedotheyreceive?

§ Makingthecase.Whatisthecaseforactionandinvestmentinequalaccesstojusticeforall?Whatstrategyisneededforfinancingequalaccesstojusticeforall?

§ Whatworks.Whatstrategies,toolsandapproacheswillincreaseaccesstojustice?Howshouldthosedefendingjusticebesupportedandprotected?

TheInnovationWorkingGroupwassetuptocontributetotheresearchonwhatworkstoincreasejustice.

TheTaskForcewebsiteprovidespublicaccesstokeydocuments.1

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TheInnovationWorkingGroup

TheInnovationWorkingGroupwasaskedto:

§ Reviewtheevidenceofunmetjusticeneeds

§ Explorethepotentialforinnovation

§ Exploretheinvestmentpossibilitiesforpromisinginnovationareas

§ ProvideparametersforenhancinginnovationforSDG16.3.

§ AndtomakerecommendationsonthesematterstotheTaskForceonJustice.

TheWorkingGrouphas12members(forthelistofnamesseesection10below).Eachofthemembersbringsauniqueperspectivetotheinnovationquestionswewereexploring.

TheWorkingGroupmetin-personinOttawabetween31Octoberand1November2018.WeareverygratefultothedeputyministerofjusticeandattorneygeneralofCanada,NathalieDrouin,andherimpressiveteammembers;JanetMcIntryre,CatherineRudickandHibakMuse,formakingthismeetingpossible.Othermeetingsandconversationsthatledtothisreportwereheldviaemailandphonecalls.

Wefirstlookedatthejusticegap.Forthat,weusedthedatathatisemergingfromtheWorkingGroupontheJusticeGap,alsosetupbytheTaskForceonJustice.

Inourexplorationofthepotentialforinnovationwelookedatthreelevels:

§ Firstly,welookedatinnovationattheproductlevel.Innovationishappening,bothinthepublicandprivatesector.Whatismostpromisingandrelevanttomeetexistingneeds?

§ Wealsoseethattheseproductlevelinnovationsfacetremendouschallengeswhenitcomestoscaling.So,secondly,welookedatthesystemlevel.Whatsystemicchangesshouldbemadeinordertoallowproduct-levelinnovationtoscale?

§ Wealsoconcludethatthesystemchangethatisneededrequiresachangeofmentalmodelsandchalengingbasicassumptionsregardingwhatjusticesystemsmustdo.Thatisinnovationattheparadigmlevel.

Withthisonthetable,wesubsequentlylookedatfundingandinvestmentmodelsthatcouldbeusedtosupporttheinnovationwavethatmustbeunleashed.Weendwithanumberofsuggestionsforstrategiestomakeithappen.

3.ThejusticegapThecurrentpicture

InthecourseoftheexchangeswithintheTaskForceonJusticeadevelopedthreedistinctgroupsidentifiedwithinthejusticegap.*Wefindthisdistinctionveryhelpfulandthereforeuseitinthisreport.Thenumberscitedarepreliminaryestimates.

First,therearepeoplewhoexperienceextremeconditionsofinjustice.TheWorkingGroupontheJusticeGapestimatesthataround244millionpeoplefallintothiscategory.Theyarethemostmarginalisedgroup,generallylivingincountrieswhereinsecurityisveryhighandruleoflawishardlypresent.

*Thesenumbersarepreliminaryandmaychange.AheadofpublicationofthereportoftheTaskForceonJustice,boththedataandthemethodologyareundergoingfurtherchecksforrobustnessbyleadingjusticedataorganizations,ledbytheWorldJusticeProject.

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Thesecondgroup:islargerpeoplewhocannotmeettheireverydayjusticeneeds.TheTaskForce’sworkinggrouponthejusticegaphasundertakenasynthesisofavailablejusticedata.Basedonitsreviewoftheevidence,theTaskForceestimatesthattheworldisfailingtomeetapproximatelyhalfofthedemandforjustice:globally,1.5billionpeoplehaveunmetlegalneeds.Whentheyarevictimsofviolenceorcrime,orareinvolvedinalegaldispute,theyeitherhavenoaccesstojusticeorarefailedbypoorquality,orabusive,justiceinstitutions.Globaldataonsatisfactionwithjusticesystemsarelacking,butcountry-levelevidencepointstowidespreadfrustrationwithprocedures,durationandoutcomes.Dataalsoshowsthatmanypeopledonotknowwhentheproblemtheyhaveisalegalproblemorhaveafirmbeliefthatthejusticesystem‘isnotthereforthem’andthereforedonotevenconsiderusingit.Unmetlegalneedsarenotrandomlydistributed.Aspeopleparticipatemoreintheireconomiesandsocieties,theirlegalneedswillincrease.Butinallcountries,morevulnerablemembersofasocietyfindithardertoaccessjusticeandsuffermoresevereimpactsfrominjustice.Theyarealsomostlikelytoexperiencemultiplejusticeproblemsandtohaveotherrelatedsocialneeds.Wealsoseethatmostjusticeproblemsarestrivedtobesolvedoutsidetheformaljusticesector.

Asregardsthethirdgroup,thoseexcludedfromtheopportunitiesthelawprovides,itisestimatedthatworldwide,4.4billionpeoplelacklegalidentityorothercrucialdocumentationrelatedtoemployment,familyorproperty,andarethereforeunabletoaccesseconomicopportunitiesandpublicservices,ortheprotectionsofthelaw.Foroneinthreechildrenbelowtheageoffive,thisisaresultoftheirbirthnotbeingregistered.Manyadultsnevermanagetorectifythis,eitherbecauseregistrationsystemsareinaccessibleorcostly,becauseofareluctancetobeexposedtogovernmentscrutiny,orbecausegovernmentsdenythemformalidentity.Alackoflegalidentitymakesitdifficultforpeopletoaccessrightssuchaspublicly-providedhealthcareandeducation,togetmarried,ortobuyproperty,getajoborsetupabusiness.Italsoimpedesaccesstoinstitutionsthataremeanttoprotectandenforcerights,suchascourtsandthepolice,renderingabusesmorelikely.

Thepicturethatemergesisverytroubling.Justicesystemsaredisconnectedfromtherealnatureoftheproblemspeopleface.Theyarenotdeliveringthefairnesspeopleneedandaskfor.Processesarecomplex,costly,inaccessible,andoftenatoolforthepowerfulmorethanaprotectorofthevulnerable.Theydonotprovidethesupporttosocialstability,prosperity,opportunity,andeconomicgrowththattheycould.Insomecasestheyevenunderminethem.

Lookingforward

Thishappensinaworldthatischangingfast,inmanyways.Oursocialcontractswillrequirecarefulmaintenance.Manyuncertaintiesandtransitionsaheadofusmakeitmoreimportantthaneverthatwehavegoodinfrastructureinplacetopreventandresolvelegaljusticeproblems.Wehighlightafew.

GovernanceTheworldfacesanemergingtrustproblem.The2017EdelmanTrustBarometer(globaldata)observeda“deepdisillusiononboththeleftandtheright,whoshareoppositiontoglobalization,innovation,deregulation,andmultinationalinstitutions.Thereisgrowingdespairaboutthefuture,alackofconfidenceinthepossibilityofabetterlifeforone’sfamily.“Inthe2019editionthistrendappearstocontinue,withtrustreorientatingtolocalactorswithinpeople’scontrol,liketheiremployer.Effectivejusticejourneysarecriticalforbuildingandmaintainingtrustinsocieties.Itseemstheywillbemoreneededthanever.

DemographicsTheworldpopulationisexpectedtogrowfromacurrent7,3billionto8,5billionby2030.Muchofthisgrowthisfocussedinlow-incomecountrieswheretheeducationcapacity,economicopportunity,andaccesstojusticeislimited.InAfrica,aspecificdemographictrendistheso-calledyouthbulge.In2050,three-quartersoftheworld’sinhabitantswillbelivingintownsandcities.ThisincreaseinurbanisationwillfocusinAfricaandAsia.Between25millionto1billionpeoplemaybeonthemoveasaresultfrom

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climatechangeby2050.Thesenumberstellusthatthedemandforeffectivejourneystojusticewillrisesignificantly.Inabsoluteterms,demandforjusticemechanismswillriseastheworldpopulationgrows.Growingurbanpopulationsinsprawlingmegacitiesmakethatevenmoreurgent.Aswillthepopulationsonthemoveasaresultofclimatechange.

In2004Facebookdidnotexist,Twitterwasstillasound,thecloudwasstillinthesky,4Gwasaparkingspace,‘applications’werewhatyousenttocollege,LinkedInwasbarelyknownandmostpeoplethoughtitwasaprison,Bigdatawasagoodnameforarapstar,andSkype,formostpeople,wasatypographicalerror.

ThomasFriedman,ThankYouforBeingLate(2016)atp.25.EconomyTechnologyisadriverofarisingchallengeconnectedwithemployment.About60percentofalloccupationshaveatleast30percentofactivitiesthataretechnicallyautomatable.Thismeansthatmostoccupationswillchange,andmorepeoplewillhavetoworkwithtechnology.Inits2019DevelopmentReportonthechangingnatureofwork,theWorldBankPresidentwrites:“With2billionpeoplealreadyworkingintheinformalsectorunprotectedbystablewageemployment,socialsafetynets,orthebenefitsofeducationnewworkingpatternsareaddingtoadilemmathatpredatesthelatestinnovations.“

Wecandosomething

Thisisamomentofgreaturgency.Luckily,andasweshowbelow,itisalsoamomentofopportunity.Innovationispossible.Weliveinatimeinwhichdivision,fragmentation,andtensionscontinuouslydominateheadlines.Itisalsoatimeofunprecedentedsocialentrepreneurship.Atimeinwhichknowledgeabouthumanbehaviourandthehumanbrainisprovidingamazinginsightsintobetterwaystomanageconflictsandlivetogether.Atimeinwhichtechnologycanhelpimprovelivesinwaysnotpossiblebefore.Andatimeinwhichsocialimpactinvestmentisontherise.Itistimethejusticesectorembracestheopportunitiesthispresents,atscale.

Ithasbeendonebefore.In1978,aglobalgroupofhealthcareprofessionalsadoptedtheDeclarationofAlma-Ata.Itredefinedthecriticalimportanceofprimaryhealthcareaspartofthebanner“HealthforAll”.Thedeclarationwasconsideredawatershedthathassincemobilizedgovernments,internationalorganisations,theprivatesector,academia,andhealthcareworkers,toprioritizeprimaryhealthcare.Accesstohealthhasincreasedtremendously.

4.NewmentalmodelsToclosethejusticegapwemustchallengesomeofourbasicassumptionsaboutwhatjusticesystemsmustdoandhowtheydothat.Belowwesetout4areaswhichweourselveschallenged.

Puttingpeoplefirst

Doingjusticeiscurrentlyperceivedandorganizedasapplyingnormstopeople’sbehaviour.Itshouldbere-framedintermsofthejusticeneedsofpeopleandthefairnessoftheirrelationships.Thereisastockoftrustinsocietyanditiseitherwellmaintainedornot.Thatstockessentiallyconsistofrelationships.OECDresearchshowsthatinstitutionswhichignorequestionsofsocialcohesionrisksocialinstabilityandineffectivepolicyinterventions.Italsoshowsthatalackofsocialcohesionislikelytoresultinmoreconflicts,lessagreementonnormsandmoralstandardsandadeclinedlegitimacyofbothnationalandinternationalinstitutions,includingjudicialones,intheeyesofthecitizenry.Agoodjusticesystemensuresthatrelationshipsaremanagedwellandthatthestockoftrustgrows.Weneedtomakesuretherearemanymoreuser-friendlypathstothiskindofjustice.

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Forthisitisalsoimportantthatjusticesystemstakewhatpeopleneedandthewaypeopleareandbehaveasthepointofdeparture,andnotwhatthelegalprofessionthinkspeopleneedandhowtheyshouldbehave.Lessas‘accesstojustice’butmoreasaroadwithabeginning(ajusticeproblem)andhopefullyanend(asolution).Ajusticejourney.Almostuniversallytheroadhasnumberofsegments:

§ Beingconfrontedwithanissue.

§ Tryingtounderstandwhetheritisalegalissueornotandwhetherthelawmighthelpyou.

§ Workingoutwhetheryouneedadviceandifso,whereyoumightgetit.

§ Then,basedonthatadvice,takingactiontoresolveit.

§ Makingsuretheresolutionsticks.

§ And,finally,transitioningtothenewsituationwhenthecriminalhasbeenconvicted,thedivorcesettlementrendered,orthenewemploymentrelationshipstarted.

Thisgenerallyunfoldswhenpeopleareunderstressandnotalwaysattheirbest.Theyfacewhatforthemisanupsettingandsometimesexistentialsituation:notbeingpaid,losingahouse,havingbeenrobbedorattacked,orbreachofanimportantbusinesscontract.

Drivingtowardsoutcomes

Thecurrentparadigmincourtsandthepracticeoflawisthattheproductof‘doingjustice’asasanctionoranacquittal,oftenasaresultofarulingorajudgement,afterwhichpeoplegotoprisonorhavetopay.Accesstojusticeisalsonarroweddowntothesame.Weneedafocusonoutcomes.Didanaggrievedpersongetasolution?Wascommunityharmonyrestored?Isfurtherharmprevented?Afterall,thebestoutcomeisnothavingadisputeinthefirstplace.Thisshifttooutcomesrequiresdataandsystemstomeasurewhetherweareontrackindeliveringresults.Whetherthejourneystofairsolutionsandeffectiveoutcomeswork.ThisoutcomeanddatadrivenapproachisinlinewiththeSustainableDevelopmentagendaadoptedin2015.

Openingup

Currently,thepeoplewhoparticipateindesigningandrunningjusticesystemsarealmostexclusivelylegalpractitioners/lawyers.Inthehealthsector,doctorsdonotexclusivelyrunministriesofhealth,hospitals,andsupervisorybodies.Theexclusivityoflawyersisunparalleledandcontributestoaninwardlookingsectorthatdoesnotinnovate.This‘guild’-likesystemisdeterminedbyrulesandaculturethatmakeithugelydifficulttoparticipateifyouarenotfromthatclosedgroup.Tomakejusticesystemsmorefitforpurposeandtoensuretheymeetjusticeneedsinlinewiththepeopleandrelationsparadigmthatweadvocate,others-psychologists,socialscientists,dataanalysts,designers,neurologists,socialworkers,publicandbusinessadministrators,andcriticallyusers-mustbeletin.

InChapter5ofherimportantwork,RulesforaFlatWorld,GillianHadfielddescribeshowthelegalprofessionhaslaiddownitsrolesandworkingmethodsinlegislationandstrengthenedthemwithregulationinthecourseofthepastcentennialanddecades.Youmaycallitthe‘robemodel’;thosewithrobesdetermineanddecide.Whatattorneys,judgesandprosecutorsdo,theprocedurestheyfollowwhensolvingdisputesorcopingwithcrimes,yesevenwhatyounglawyershavetolearnatuniversity,allthishasbeenlaiddowninpreciserules.Thatinitselfdoesnothavetobeaproblem.However,theserulesarepredominantlyonlymadebythelegalprofessionitself.Thisworkslikeapowerfulclosedcommunity,stiflinginnovation,keepingouttechnology,complicatinginformaljusticeincommunitiesandevidence-basedconflictresolution.Thedoorsthroughwhichgame-changersfromtheoutsidehavetopassareheavilyguardedbybarassociationsandcourtswhoapplyearly20thcenturyrulesto21stcenturytechnologies,firms,start-upsandonlinesupportedprocedures.

Atthelevelofministries,thebudgetfordoingjusticeisalmostexclusivelygoingtotheorganizationsinwhichlawyerstraditionallyworkintheirindividualcapacities:courts,prosecutionandlegalaid.

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Newlookatcosts

Inthisnewparadigm,wemustalsostartseeingcostsdifferently:justicesystemsdon’tonlycostmoney;theyalsoprovide‘revenue’andbenefitsinthesocialandeconomicsense.Similarly,unmetjusticeneedsarenotonlyaburden:theycanalsobeseenasahugemarketforwhicharenewedlegalservicesindustrycanprovidenewandbettervaluepropositions.1billionnewjusticeproblemsayearcanbeseenasanopportunitytoincreasesocialcohesionandeconomicdevelopment.Itcanalsobeseenasahugepotentialmarketforservices.

5.NewservicesNowletusseewhatinnovationishappening.Wehaveseentheemergenceofnewtechnologiesandservices,bothverynewtechnologicaladvanceand21stcenturyupgradesofancienttraditions,thatareavailabletoclosethejusticegap.Theyallfocusonpeople’sjusticeproblemsandtheoutcomestheyneed.Theydothatinanopen,interdisciplinaryway,notrestrainedbyoldmodelsofdeliveringjustice.Thisisabottom-upmovement.Itisaresponsetothefactthatthelawyersandcourtsarenotalwaysdeliveringwhatisneeded.

Ourworkinggroupdidnothavethemeanstodoafullycomprehensiveglobalscanofwhatishappening.Whatfollows,isaoverviewofpromisingcategoriesandexamplesofinnovations.Theycomefromknowledgeavailablewithintheworkinggroup.

Accessiblejusticehelpers

Inmanypartoftheworldweseetheemergenceofinitiativesthatcreateaccessiblejusticehelpers.Theyaretheequivalentofneighbourhoodnurses,walkinclinics,generalpractitioners,andsocialworkersinthefieldofpublichealth.Theyareclosetothecommunitieswheretheywork.Apersonwithalegalproblemcanobtaininformationfromthemtotrytoresolveithimorherself,orgetthehelpertocontacttheotherpartytotrytoresolvetheproblem.Thehelppeoplegetcanbepurelylegal,butitcanalsoincludeadvicerelatingtosomethingfinancialorsomethingconnectedwithhealth.Weseemanyvariationsofthismodel.

Thehelperscanbelawyers,althoughthatoftenisdifficultbecauselawyersaregenerallyonlyallowedtorepresentonepartytoadispute.Andtheyaregenerallytooexpensive.Judgescanalsotaketheroleofsuchhelpers.Mostly,theyarepeoplewithbasiclegaltraining,butalsoinmediationandconciliation.Peopletrustedbythecommunitiestheyworkin,buildingbridgesbetweenpeople,ratherthanfollowingtheadversarialmodel.Sometimesthesehelpersareattachedtocourts.SometimestheyarerunbyNGO’s.Theycanalsorunonthebasisofafor-profitmodel,throughlegalinsuranceprogrammes.Orsuchservicescanberunbythenationalorlocalombudsmanthatmanycountrieshave.

UgandahastheLocalCouncilCourts:easilyaccessibledisputeresolutionmechanismsorganisedatthevillageorcommunitylevel.Datashowsthattheyareseenasthemostusefulsourceofinformationandadviceforlegalproblems.Theyarealsomostoftenreferredtoasthemostusefuldisputeresolutionmechanism.

ArgentinahascreatedaLegalAidHospital.Citizenscangetadvice,mediation,assistancewithcomplaints,legalsponsorship,andevenrepresentationintrial.ThehospitalcanalsoprovideaLegalHealthCheckup.Citizenscanrequesttheircompleteclinicallegalhistoryatanytime.TheMinistryofJusticehassetup90AccesstoJusticeCenters(“CAJ”)inthecountry.CAJshelpresolvelegalproblemsandadministrativechallengesfacedbymarginalizedgroups.EachCenterhasateamoflawyers,psychologists,socialworkers,andcommunitymediators.Theyworkcloselywithsocialsecuritypublicdefendersoffices,lawschools,andbarassociations.Between2017andthefirstquarterof2018,thisnetworksupported498,410people.ItiscomplementedbytheElEstadodetuBarrio(Stateinyour

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Neighbourhood)program,whichseekstoensurethattheStateispresentandaccessibletopeoplewholiveinvulnerableconditions.

InMalitheBureauxd’assistancejuridiqueetjudiciaire(BAJJ)weresetupin2015bythecivilsocietyorganisationDemeSo.38suchofficesweresetup.TheBAJJprovidecitizenswithlegalinformationandhelpmediatesolutions.Interestingly,theapproachisdata-driven.DemeSobuiltadashboardtotracktheprogressoftheworkoftheparajustisesanddevelopmentsinthefieldinrealtimeandtomonitorthequalityofthework.TheBAJJprogrammehasnowbeenlinkedtotheformaljusticesystem;theirofficesareincludedincourtbuildings,creatingproximityandopportunitiesforinteractionbetweentheformalsystemandinformalserviceprovision.

TheFacilitadoresJudicialesarespeciallytrainedjusticeproblemsolverswhoworkunderthesupervisionofthejudges.Theyactasabridgebetweentheformaljusticesystemandcommunitieswherethereachofcourtsisproblematic.Therearecurrentlymorethan11000suchfacilitators.ThroughcooperationagreementswiththeOASthefollowingstatesarepartoftheprogramme:Argentina;CostaRica,ElSalvador,Guatemala,Honduras,Nicaragua,Panama,ParaguayandtheDominicanRepublic.

InthestatesandprovincesoftheUS,CanadaandAustralia,hundredsoflegalaidorganizationsprovidelegalinformationthroughwebsites,telephonehelplinesandsocialmedia.CitizenadviceNGOsintheUKhaveacentralizedwebsite:AdviceNow.InPolandandothercountriesofEasternEurope,governmenttraditionallyofferedcitizenshelpwithsolving(legal)problemsandthereisstillanetworkofgovernmentorganizationsprovidingusefulinformation.AlloverAfricaandSouthAsia,NGOs,lawclinicsatuniversitiesandlegalaidlawyersareprovidinginformation.Thesheernumberofaccesspointscanbeoverwhelming,however,becausetherearenoclearqualitystandardsyet,therearenoclearleadersinprovidingtrustworthyinformation.

Accessiblejusticehelperscanalsobemadeavailablethroughlegalinsuranceschemes.CompanieslikeDasandAragprovidequickandaffordablelawyerorparalegalhelptotheirclients.Theyhaveaninteresttohelptheirclientandtodotoasquicklyandefficientlyaspossible.Theydealwithmanylegalproblemseachyear.ManypeopleinTheNetherlands,Sweden,andGermanyhavealegalexpensesinsurance.Thismodelmainlyworksforneighbourproblems,employmentandpersonalinjury.Insurersarereluctanttocovercrimeissuesandfamilyproblems.

Threecorechallengesthattheseinnovationsface:

§ Maintaininghighlevelquality.Whatisimportantinthismodelisthattheyrunonthebasisofsharedprotocolsandqualitystandards,thataresomehowmonitored.

§ Thelonger-termfundingmodel.Manyofthesehelpersarefundedby‘dogood’moneyfromdonors.Thisfundingcansuddenlystopwhendonorprioritieschange.Governmentbudgetaryrestraintsmightalsoaffectthesustainability.Itrequiresleadershipandpoliticalwillfromtheauthoritiestounderstandtheimportanceoftheseservices,aswellastheneedtosustaintheminthelongterm.

§ Reachingenoughscale.Asaresultoftheregulationofthelegalservicesmarket,theyoftenlacktheabilitytobuildtrustedbrands.Inmostlegalsystemstheirroomformanoeuvreislimited.

Apromisingwayforwardisprovidingthesehelperswithknowledgeaboutwhatworksbesttosolveconflicts,improvingtheirfinancialsustainabilityandscalingtheirorganizations.

Legaltech2

Technologyhasthepromisetorevolutionizethelegalindustryatlarge,andtonarrow–ifnoterase-thejusticegap.IntheUnitedStatesandEurope,MiddleEast,andAfricaalone,morethan400for-profitlegaltechnologyenterpriseshaveemerged.3

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Broadlyspeaking,legaltechnologyorganizationscanbecategorizedbasedontheissuetheyprimarilysetouttoaddress:

Legalworkproductoptimizationisagroupoftechnologiesthataimatincreasingtheefficiencyoflawfirmsandgeneralcounsel'soffices.Thisisgenerallybyhelpingemployeestobecomemoreproductive,increasingthequalityoftheiroutput,replacinglaborwithcapital(technology),oracombinationoftheseactivities.

§ Examples.CaseText,FastCase,KiraSystems,Disco,Logikcull,Relativity,Everlaw,ROSS,IronClad,SimpleLegal,CTCorp(WoltersKluwer),PLC(TR),WestLaw(TR)

§ Impact.Legalworkproductoptimizationmayhelpreducelawfirmprices,althoughthereareotherissuesatplayinthisarena,suchastheeconomicsignalingofhighhourlyrates.Furthermore,manylawfirmsprefertokeepprofitsforthemselvesratherthanpassthesavingstotheirclients.

Legalqualityanalysisallowsissuesinlegalworkproducttobeidentified.Itisdistinctfromlegalworkproductoptimizationinthatitsprimarymarketisconsumers,ratherthanproducers,oflegalworkproduct(althoughproducersmaybeasecondaryfocus.)

§ Examples.LawGeex,Judicata,eBrevia,LegalRobot,LexMachina,IntelligentTrial1.0.

§ Impact.Thepromiseoflegalqualityanalysishasyettobefullyrealized.Inthelongrun,thisshouldallowconsumersoflegaltimetounderstandwhattheyarepurchasing,creatingdownwardpressureonlegalpricesthroughcomparativeshopping,whilesimultaneouslyimprovingqualityinthesamewaythattheintroductionofthePureFoodandDrugActhadintheUnitedStates,ortheFoodandDrugsActinCanada.

Technology-EnabledLawFirmAlternativesareorganizationsthatproducelegalworkproduct,oftenatasharpdiscountversustraditionallawfirms,throughacombinationoftechnologyandhumanlabor.

§ Examples.AtriumLaw,AxiomLaw,BeaumontLaw,RiverviewLaw,Pangea3

§ Impact.Theseorganizationsareslowlybringingpricesdown,buttodatehaveprimarilyappealedtocorporationsratherthansmallbusinessesorhouseholds.

LegalMatchmakersusetechnologytohelpindividualsfindalawyer,sometimesremotely(whichisparticularlyimportantforresidentsofremoteareas.)

§ Examples.HireanEsquire,Avvo,LegalHero,LegalMatch

§ Impact.Oneofthegreatestissuesfacingthoseseekingjusticeisfindingaqualityprovider.Multiplesourcesconfirmthatalargeproportionofconsumersfinditdifficulttoidentifyalawyerorlawyersthatfittheirneeds,irrespectiveofprice.Bymakingiteasiertosearchforalawyer,andbyprovidinganindicationofalawyer’scompetency(forexample,throughratingsandreviews),theseservicesareamajorstepupfromthesimplelegaldirectoriesofthepre-techera.

LegalInformationProvidersfurnishreferencematerialand,morerarely,analysisorexpertsystemstoguideanindividualseekingjusticetobasiclegalguidance.Legalinformationisoftencoupledwithanintroductiontoalawyer,oftenthesourceofthelegalinformation,whocanprovideadditionalhelpforafee.

§ Examples.JustAnswer,FreeAdvice,Justia,Nolo,LawHelp,BarefootLaw(seebelow),JiadingFabao

§ Impact.Whiletheideaofguidedaccesstoreferencematerialseemslikeagoodidea,researchhasshownthatmostindividualsareunabletocorrectlyinterpretlegalinformationwithoutthehelpofaprofessional.Systemsthatincorporatealawyer’sadvicehaveanadvantagehere,andhaveprovidedassistancetohundredsofthousandsofindividuals,butsometimesmerelyprovideahigh-pressurepathwayforturningknowledgeseekersintopayingclients.InChina,theuseof

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WeChatasaplatformtoaccesslegaladvice,bothfromlawyersandfromtheCourts,usingamixtureoflawyersandAIhasledtoareported75%satisfactionrate.

Technology-FirstLegalServiceProvidersmayreplacealawyerentirelywithtechnologyandhuman(non-lawyer)labor,orintegratetheskillandknowledgeofalawyerasacomponentofdeliveryratherthantheprimarydeliverymechanism.Customersofsuchorganizationscanoftenfindacompletesolutiontotheirlegalneed,suchasthroughonlinedocumentproductionorregistrationofintellectualproperty,althoughtheservicesfurnishedtendtobebasic,astheyareintendedforamassaudience.

§ Examples.A2JAuthor,LegalZoom,LawPath,SilverFlume,Clerky,SimpleCitizen,LawBase,TheCompanyCorporation,FaXiaoTao

§ Impact.Theprimaryeffectofsuchcompaniesistoprovidemillionsofindividualsaffordablelegalsolutionstotheirbasicissues.Thesecondaryeffecthasbeenademonstrabledownwardpressureonlegalpricesamongtraditionalproviders,evidencethatmorecompetitionisrequiredinthebasiclegalservicesmarket.InChina,theShanghaiHighCourtsaretrialinganentirelyAIbasedlegaladviceplatform,accessibleviaWeChat,withaviewtohelpingcitizen’sidentifyandresolvelegalissueswithoutneedingtoengagealawyerorfileacourtclaim.

Technology-EnabledLegalSubscriptionsconnectindividualsandsmallbusinessownerswithon-demandlegaladvice,withinasetframeworkofservices,forarecurringfee(typicallyalowmonthlyrate.)

§ Examples.PrepaidLegalServices,HyattLegalPlans,LegalZoom

§ Impact.Limitedscopelegalplanshaveprovidedusefullegalhelpforseveraldecades,andhavebecomemoreandmoreeffectivewiththeincorporationofinternallegalknowledgemanagementsystemsandautomatedworkflowtechnologies.

Thesetechnologyplatformscanalsosupportaccessiblejusticehelpersreferredtoabove,andhelpthemscale.

Itischallengingtomotivateconsumerstopayforlegalinformationorforguidancethatisnottheproductofanofficially-sanctionedlegalpractitioner.Guidancemodelsthatemployexpertsystemsand/ormachinelearningareincreasinglypowerful,butlackacceptance;furthermore,technologyproductsthatencroachonthetraditionalprovenanceoflawyersfrequentlyreceiveasharplynegativeresponsefromtheestablishedlegalcommunity.Legalinnovatorsreportbeingsuedmultipletimes,sometimesbybarorganizations,andinatleastoneinstancebeforetheirproductwasfullylaunchedtothepublic.4

Belowwesharesomeexamplesofsuccessfuljusticetechentrepreneurship,fallingintooneofthesecategories.

Legalinformationproviders

BarefootLaw,Ugandaprovideslegalinformationaroundlanddisputes,violenceagainstwomenandgirls,familyorchildrenissues,andforbusinessissuesforsmalltomediumenterprises.Ithasover400,000usersandusesthreemeanstoreachthosewithquestions:anautomatedresponsesystemcalledLawVoice,LawTextthatprovidesshorttargetedtextmessages,andaweb/Facebookinterface.Thebusinessmodelisstillgrantsupportedbutthereisapossibilitytogeneraterevenuethroughthepartialcommercializationofspecializedservicesandtheirdata.

Sauti,KenyahelpscrossbordertradersinEastAfrica.Theyareoftenunawareoftheirrightsandobligations.Thismakesthemvulnerabletoharassment,impoundingofgoods,andextortionfromborderofficials.TheSautiplatformallowsthesetradersdirectaccesstoofficiallysourcedandup-to-datetradeandmarketinformation,accessibleonanymobilephone.Sauti'stradeandmarketinformationplatformshavebenefitedover3,700cross-bordertraderstodate.TheyarecurrentlyoperationalinKenyaandUganda,andlaunchedinRwandajustoveramonthago.

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AxdraftfromUkraineprovidesasolutiontotheproblemofthelackofaccesstohighqualitylegaldocumentsforindividuals(inparticularvulnerablegroups),smallbusiness.Itsmaintargetcustomersareemployees,veterans,peoplewhodon’tgetpaidtheiralimonies,andstartersofsmallbusiness.Axdraftcustomershavecreatedmorethan10,000legaldocumentstodate.Templatesareprovidedbylocaltop-tierlawfirmsasapartoftheircorporatesocialresponsibilityinitiatives.Fornow,theydelivertheservicefreeofchargeandviadonations,butareevaluatingsellingawhite-labeledversionoftheservicetocorporationstobuildasustainablebusiness.

AlternativeLegalServiceProviders

LegalZoom,USandUK,hashelpedseveralmillionindividualsandsmallbusinessesobtainthehelptheyneed.LegalZoomisprimarilyknownfor:

§ Businessservices,empoweringcustomerstocreateasmanyasoneoutofthreenewcompaniesinstateslikeCalifornia,andtokeepsuchbusinessescompliantwithrelevantorganizationalandtaxlaw.

§ Non-profitandnot-for-profits:Accordingtoarecentstudy,morethan15%ofallcharitableandotherwisetaxexemptentitiesintheUnitedStatesarecreatedthroughLegalZoom.

§ Intellectualpropertyregistration:LegalZoom’scustomersregistermoretrademarks,patents,andcopyrightsthananyotherorganisation,worldwide,byanorderofmagnitude.Customershavetheoptionofself-servicetrademarkregistration,orworkingwithanattorneytocompletetheprocess,includingdefenseagainstofficeactions.

§ Estateplanningservices:Whileprecisestatisticsarenotavailable,itisbelievedthatLegalZoomprotectsmorefamiliesandindividualswithwills,trusts,powersofattorney,livingwills,andrelateddocumentsthananyothercompanyorfirm,globally.

§ Lawyerservices:Throughpre-paidlegalservicesintheUS,andthroughitsownershipofBeaumontLegalintheUK,LegalZoomconnectsindividualsandsmallbusinessownerswithskilledlawyers,toprovidelegalguidance“ondemand.”SubscriberstoLegalZoom’slegalplansmayalsoemploylawyersformoreseriouslegalissuesatadiscountedrate.

In2015,LegalZoomacquiredBeaumont,alawfirmbasedinLeeds,UK,makingitthefirstcorporationintheUStopurchasealawfirm.

ResearchbytheEwingMarionKauffmanFoundationhasdeterminedthattheentranceofLegalZoomintoanewlegalpracticeareabothincreasesawarenessofthatlegalneedamongconsumers,andlowerstheaveragepriceofservicebyincreasingbeneficialcompetition.LegalZoomactivelyworkswithlegalinnovatorsglobally.

Innovativecontractssupportingrelationshipsinabetterway

Canwemakebettercontracts?Easiertounderstand,easiertouse?Contributingmoretohighqualitytransactionsandrelationships?Canwemakeiteasierforpeopletoconcludethem?Thisiswhatarangeofinnovatorsarecurrentlyworkingon.Theybringinvisualdesign.Theyutilizenewmodelsandnewtechnologytocreateamorelevelplayingfieldformillionsofpeople.MargretHaganfromStanfordUniversityhasbeenoneofthepeopleleadingthechange.

§ Smartcontractsallowtwopartiestoconcludeacontractwithanimmutablerecordofwhatwasagreed,usingblockchaintechnology.Suchcontractsautomaticallyexecutethemselves,withpaymentiftheagreedservicesareperformedorproductdelivered.Penaltiesifthatisnotthecase.Thetechnologyisstillverymuchunderdevelopment,butthereareexampleswheretheyhavebeenused,forinstancebyBarclaysBankandWallmart.Anotherimportantapplicationofsmartcontractsrelatestolandandpropertytransactions:ownershiptransfers,andmanagement

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ofleases.Thepromiseofthesetechnologiesisthattransactionscanbemademoresecureandtransparent,andthatcostscanbesaved.

§ Contractingmodelsforemploymentareformsofrelationalcontractingdevelopedinintheconstructionindustry(partnering)whichavoidtheblamegameandenhancecollaboration.TheyincludeasingleopenendedcontractInsteadofhavingdiscretestagesofprotectionthroughtemporarycontractsandcontractsforanunlimitedperiod,theprotectionoftheemployeeandtheemployergrowswiththerelationshipandtheneedsoftheparties.Recently,Aurecon,agloballyoperatinginfrastructureandadvisorycompany,switchedtovisualemploymentcontracts.

Docusignhastechnologythatallowsyoutoelectronicallysigncontractsandotheragreementsandapprovals.Itiswidelyused,globally,withmorethan400.000payingcustomersandhundredsofmillionsofusersintheword.

ComicContract,SouthAfrica,makeseasilyaccessiblecontractsthateveryonecanunderstand.Thiscreatesfairandequalrelationships.Primarytargetgroupsaremediumtolargeenterprisesandemploymentrelatedcontracts.Theinitiativehasjuststartedbutmorethan200suchcontractshavebeensignedtodate.Thebusinessmodelisbasedonsellingtheservicetobusiness.

Resolution

Onlinesystemssupportingtheresolutionofdisputesareanotherclassoflegalinnovation.Casemanagementsystemsforcourtsarenowavailableinwhicheachstageandactioninaprocesscanbeconfigured.Startingfromtheneedsoftheend-users,therearenowsystemswhichallowcitizenstodiagnosetheirsituation,tobeinformedabouttheirrightsandthewaystosolvetheirdispute;thenmovetoastructurednegotiationstage,whichmayinvolveassistancebyamediator;followedbyasmoothtransitiontoanadjudicationphase,whereajudgemayplugintosolvetheremainingissues,orimposeinterventionsonlysheisentitledtoorder.Thisonestopshopconceptcanpotentiallyrevolutionizetheresolutionofdisputes.

InCanada,theCivilResolutionTribunalisanonlineplatformforsmallclaimsandstratadisputes(connectedwithhousing).Itisorganisedinthreestepsthatalignwellwiththejusticejourneyspeopleexperience.First,adiagnosisphase.Isthereadisputefallingwithintheambitofthetribunalandwhatisit?Second,itoffersselfhelptools.Finally,shouldself-helpnothaveworked,youcanthenbringyourcasetothetribunal.Thedecisionofthetribunalisenforceablelikeanycourtorder.

UitElkaarisanonlineconflictresolutionplatforminTheNetherlandsthatusesthelatestknowledgeonconflictresolutiontohelppartiesresolvetheirproblem.Thecurrentconfigurationisfordivorce,butitcanalsobeconfiguredforotherdisputetypes.Couplescollaborateontheirpersonaldivorceagreements.Workingtogether,step-by-steptowardsfairagreements.Online,intheirowntimeandownpace.Theplatformalsoprovidesaccesstoindividualandprofessionalsupport.Thebusinessmodelisauser-paymodel.

Courtannexedonlinedisputeresolutionmodelsarealsogatheringpace.AnanalysisofusersatisfactionwiththeModriaplatformdemonstratethetechnologynotonlyenhancespre-trialresolutionofdivorcecases,butalsoenhancespublicsatisfaction.Similarcourt-annexedandnon-court-annexedplatforms,suchasResolveDisputesOnlinearebeingadoptedinSingaporeandotheradvancedjurisdictions.Indeed,SingaporeannounceditsownAIcourttechprogrammeattheopeningofthelegalyearinJanuary2019,includingAIdecisionmakingforsomemisdemeanors.

InChina,inresponsetothescaleofcasesbeforethecourts,theSupremeCourthasmandatedthatCourtsadoptatechnologicalapproachtotheefficientresolutionofdisputes.Forcommercialdisputes,thiscanbestbeseenintheCyber-Courts(alsoknownastheCourtoftheInternet)inHangzhou,ZhejiangProvince.InHebeiprovince,anapplicationcalledIntelligentTrial1.0ishelpingjudgesanalysedataandtrendsforuseindecisions,thussignificantlyreducingtheworkload.

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Forcivilandcriminalmatters,theShanghaiHighCourthasledtheway,offeringAIbot-basedlegaladviceviaWeChat,oneofChina’smostpopularsocialmediaplatforms.InLiaoningprovince,theCourtslaunchedanintelligentrobotnamed“HepingFabao”toprovide24/7AIbasedlegaladvicetocitizens.ShanghaihasalsointroducedAI-basedcasereview,throughwhichcasefilesandevidenceareanalysedusingAI,whichflagsissuesregardingevidence,thelikelymostrelevantlawsand,althoughChinesecourtsdonotfollowtheprincipleofstaredecisis,previousdecisionsbasedonsimilarfactsandlaw,forthebenefitofthetrialjudge.Thishasalreadyledtooverthirtycriminalconvictionsbeingoverturned.AsrecentlyasJanuary2019,theShanghaiHighCourtshowcasedanAIplatformthatcouldreviewtheentiretyofacasefileandwriteadraftjudgement,referencingthelawandfactsofthecase,forajudgetoreview.ItcomesasnosurprisethatitwastheSupremeCourtofChinathatbecamethefirstCourtintheworldtoofficiallyrecognisethatcourtsshouldacceptdigitaldatathatissubmittedasevidence,ifcollectedandstoredviablockchainwithdigitalsignatures,reliabletimestampsandhashvalueverificationorviaadigitaldepositionplatform.

6.ThechallengeofscaleEverywhereinthejusticesector,innovationshaveproblemsscaling.Thesectorlacksaninfrastructureforcontinuouschallengingofcurrentproductsandservices,monitoringeffectiveness,developingimprovedservices,welcominginnovationsandthenimplementingthemwholesale.

Aswepointedoutabove,itisaheavilyregulated,governmentcontrolledsector,withexclusiverolesforspecificprofessionalsandtheirorganizations.Theserolesareclearlydefinedbylaws,regulations,educationandtraditions:alawyeractingforoneside,ajudgedeliveringjudgments,thepolicecollectingevidence,theprosecutormakingthecaseforsanctionsandthestateenforcingjudgments.Proceduresleadingtotheseoutputsarethebasicservicesandproductsdelivered.Bothareprescribedindetailinthecurrentsystem.Theseroles,proceduresandoutputsarewhatgetsgovernmentfunding.Institutionssuchasbarassociations,courtsandministriesofjusticeguardtheserolesandthecurrentwaysofworkingwithintheseprocedures.Innovativewaystodeliverkeyoutcomesareverylikelytointerferewiththeserolesandtosuggestnewworkingmethods.

Whethertheoutputsdeliveredinthiswayleadtothebestpossibleoutcomesinthelivesofcitizensandbusinessesisnottestedsystematically.Whethertheproceduresarethemostefficientwaystoachievesuchoutcomesisnotchallengedbycontinuousinnovation.Currently,thesystemcanonlychangebyadoptingnewlawsthatslightlyamendthecurrentproceduresandoutputs.Highestcourtscanadaptproceduresandoutputsbysettingnewprecedents.

NewproductsandservicesasdescribedinChapter5challengethestatusquo.Thatishowinnovationworksanddeliversitsbenefitstosociety.Solegalsystemsrequireaninfrastructureinwhich:

§ Thereisalevelplayingfieldforinnovativeproductsandservicescomparedtoexistingwaysofdeliveringjustice(includingkeyprocessessuchascourtprocedures,courtoutputs,modelsfordeliveryoflegalservices,prosecutionmethods);

§ Newproductsandservicesarecomparedwithexistingproductsandservicesagainstclearcriteriaforeffectiveness;

§ Thesecriteriaaredefinedintermsofoutcomesandsafeguardsforcitizens;

§ Byassessorsthatareindependentfromprofessionalsororganizationswhohaveastakeinexistingservicesorproducts(suchasbarassociationsorcourts);

§ Investmentsininnovationareencouragedbyaclearperspectiveofbeingallowedtocomplementorreplacecurrentproductsorserviceswithinareasonabletimeframeneededforassessmentandtesting;

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§ Highriskinvestmentsforkeynewtechnologiesaredonebythestate,becausetheyareunlikelytobebyprivateinvestors(seetheworkofMariannaMazzucato,nowunderpinninggovernmentinnovationstrategiesbytheEUandmanygovernments).

Belowweshareexampleswheresuchchangeisbeingpioneered.

Newregulatorymodelsforlegalservices

Afundamentalinnovationoftheregulatorymodelforthejusticesector,andinparticularthelegalservicesindustry,isneeded.Weneedregulatorymodelsthatencourageandsupportnewideasabouthowtoprovidejusticeatlowercosttomorepeople.Inaddition,weneedtostartre-designingtheproceduresthroughwhichpeopleraisetheirjusticeclaimsandthoseclaimsareresolved.

TheUnitedKingdomprovidesanexampleofacountrywherethelegalservicessectorhasbeenopenedupwithanewregulatorymodelthatfostersinnovationandaccessibility.Itishopedthatthiswillleadtomoreaccessagainstlowercostsforconsumers.Byshiftingfromafocusonregulatingpeople--thelawyerswhohistoricallyhaveprovidedlegalservices--toregulatingservices--whichcouldbeprovidedbyahostofinnovativepeopleandbusinesses,theU.K.regulatoryapproachhastheflexibilitytoaccommodatenewmodels.Moreover,itfostersresponsiblecompetitiontohelpdrivecostsdownandqualityandaccessibilityup.Itisaninspirationalmodelthatdeservestobefollowedanddevelopedfurther.Themodelcanbegeneralizedasfollows:

ParliamentcreatesaLegalServicesBoard,bylaw.TheLegalServicesBoardistaskedtoregulateandlicencemultipleregulators,whichcanbenon-andfor-profit.TheycanresembleorganisationsliketheInternationalStandardsOrganisation,ortheycanoperatelikefor-profitcompliancecompaniessuchasweseeinfoodsafetyregulation.Theseregulators,inturn,regulateLegalServicesProviders,likelawfirmsandlegalbusinesseslikeLegalZoom.Legalservicesproviders,inturn,arerequiredtochooseaPrivateRegulatorfromamongthemultipleregulatorslicensedbytheLegalServicesBoard.ThelicencesunderwhichthePrivateRegulatorsoperateareoutcomes-based,focusingonensuringregulatorsachievedesiredresults,notthattheyimplementpre-specifiededucationalorproceduralrequirementsforserviceproviders.

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Forexample,undertheLegalServicesAct,U.K.,regulatorsarerequiredtoensurethattheservicesprovidedpromote(amongotherthings)accesstojustice,theruleoflaw,competition,andadherencetoprofessionalprinciplessuchasindependenceandintegrity.

Openingupofcourtandotherneutralprocedures

Thederegulationofthelegalservicesmarketalone,isnotsufficient.AsmartmediationserviceoronlineaccesstolawyersworkingforafixedfeeofferedtoconsumersorSMEswillnotimprovedisputeresolutioninitself.Iftheotherpartyisnotwillingtosettle,accesstoathirdpartyisneededtocometodecisionsandtoincreasethelikelihoodthatsuchdecisionsareimplemented.Resolutionofdisputesanddeterminingtheconsequencesofcrimehappensintheshadowofthelaw.Socourtprocedures,oralternativethirdparties,havetoperformthisroleinthesysteminabetterway.

Highqualityinthirdpartyproceduresrequiresthatcourtswilladoptthebestprocedures,basedonthebestavailableknowledge,developedbythesmartestinnovatorsandtestedrigorouslyagainstclearcriteria.Amoderatedegreeofcompetitionbetweencourtsandotherthirdpartiesmaybedesirable.Wecertainlyhavetomoveawayfromasystemwhereeveryinnovationhastofitinalawofprocedurethatisdesignedinthe1920sor1950s.

Dataand‘WhatWorks’platforms

Inordertoachievemorepeoplecenteredjusticejourneysandtoallowthebestapproachestoscaleupdataisessential.Aneffectiveinfrastructurerequiresthatinnovationsandcurrentprocessesaretestedagainstobjectivecriteriareferringtooutcomesintherealworld.Intheworldofjusticethisiscomplex,becausethereisnotyetatraditionofdefiningdesirableoutcomesandmeasuringthem.Ontheotherhand,legalscholarshavealwaysdefinedbroadoutcomessuchasprevention,retribution,distributivejustice,proceduraljusticeortransparentoutcomes.Theseoutcomescanbeoperationalizedfurther.Twocategoriesofdataareessentialforthis.

Firstly,dataabouttheneedsandexperiencesoftheusersofjusticemechanisms.Whatproblemsdotheyhave?Howdidtheyarise?Whatpathstotheyfollowtoresolvethem?Whatworkswellonthosepaths?Whatdoesnot?Whataretheexperiencesofjusticeprovidersinhelpingtofindsolutions?

Thesecondcategoryofdataisaboutwhatworks.Whatworkstoreduceviolenceagainstwomeninadivorceprocedure?Whatworkswhenyouneedtobringtogetherabiglandownerandasmallfarmerwhohavealanddispute?‘Whatworks’experiencescanbeprotocolized;muchlikethetreatmentprotocolsforthepreventionandcureofcertainconditionsfromthehealthsector.Theseprotocolscanbeconstantlyupdatedanddeveloped,andshared.

Strongsupportfromleadershiptosetupsuchmechanismsiscrucial.Therearealwayspeople/institutionsthatresistthecollectionofdataandbestpractices.Suchleadershipcouldcomefromtheministerofjusticeorthechiefjustice.Itisimportanttodemonstratetotheparticipatingorganisationsthatthereisvalueinthedataandthathavingitwillenhancetheirlegitimacy.IthelpstohaveanAccesstoInformationAct.Thatformsanencouragementfornationalagenciesandinstitutionstocooperate.Theexpertiserequiredforthismustinclude,besideslawyers,dataminingexperts,statisticalexperts,methodologicalexperts,andothers.Itisimportantthattheheadoftheprogrammeisalawyerwithastrongpoliticalandtechnicalleadership.

Argentinahaspioneeredaninnovativesystemtogatherdataonthefunctioningofthejusticesystemandtosharethatdataonanonlinepublicplatform.Thedataisalsolinkedtoresults-basedmanagement.ThemodelisentirelyfundedfromthebudgetofthenationalMinistryofjustice.TheOpenJusticeProgramisbasedonopendataprinciples.Withopendatathedialogueandcollaborationbetweensocietyandthejusticeisenriched.Thisprogramworkswithover50nationalandsubnationaljusticeinstitutions,helpingthemtoadopttheseprinciplesandtocreatecommoncollectionandpublishingstandards.Journalists,researchers,activistsandeducatorsareusingtheportalasaprimary

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andofficialsourceofdependabledata.Thelegalcommunityisusingittoexploreandanalyzespecificaspectsoftheirpractice.Entrepreneursandusercommunitiescouldpotentiallyuseittodevelopcivictechnologyapplicationsandprojects.DataisavailableonArgentina'sfirstopenjudicialdataportal.Theportalcurrentlyholds49datasets,offeringover150resources,andhashadabout90,900uniqueuserssinceitslaunchinginJanuary2017.Forexample:

Anationalregistryonfemicidesandgender-relatedmurders,whichcompilescasesfromalloverthecountrybetween2012andthepresent,includingpeoplewhowerekilledwhenattemptingtoprotectanaggressor’sfemaleprimarytargetorinordertoinflictpsychologicalharm.Allcasesdealtwithsince2016atthe90AccesstoJusticeCentersbelongingtotheMinistry'scountry-widenetwork(seeabove).DataregardingallentitiesthathavebeenlegallyregisteredbeforetheArgentinianGeneralInspectionofJustice(stockandnon-stockcompanies,civilassociations,foundations,entitiesincorporatedabroad).

ArgentinaalsodevelopedaprogramcalledJusticia2020,anonlineplatformwherecitizenscandebateandtakepartinthedesign,implementationandevaluationofjusticesectorpolicies.ThisinitiativeseekstoensurethatjusticepoliciesarearesultofcollaborationbetweentheStateandcivilsociety.ThroughJustice2020,OpenJusticeprioritizesdatasetsandworkscloselywithcivilsocietytodefinedifferentaspectofitsopenjudicialdatapolicy.

Namati’sGlobalLegalEmpowermentNetworkbringstogether1753organizationsand6244individuals,alldedicatedtograssrootsjustice.Thecommunityisactivelymoderatedandsharesbestandlessgoodpractices:evidenceofimpact,goodpractices,toolkitsforthingslikecommunicationandcommunitylawyering,andbriefsonparticulartypesofjusticeproblems,likelandandenvironment-relatedproblems.AnimpressiveandgrowingopensourcelibraryoflegalempowermentresourcesisemergingTheplatformalsoallowsthenetwork’smemberstocollectivelycampaignandgetfunding.

Arecentstudyshowedthat19%ofUgandanshavebeenfacedwithoneormorefamilyproblemduringthepast fouryears.The judiciaryofUganda, togetherwithHiiLand theSwedishembassy inKampalastarteddevelopingtheFamilyJusticeCatalogue.Thisinnovativetoolisintendedasatreatmentguidelinetoprovidethebestsolutionsforfamilyjusticeissues.Practitionersinthefieldoffamilyjusticehavetocopewithallthecomplexitiesoffamilyrelationshipsbreakingdown.Associalworkers,asjusticeworkerswithalegalbackground,asexpertsinchildrenbehaviourorasprovidersofinformaljusticetheyallworkfromdifferentbackgrounds.Theyhighly appreciate best practices becoming available that bridge the gaps between family members and thedifferentdisciplines.TheCataloguecombinesidentifiablebestpracticeswithevidenceaboutwhatworksinordertoprovideamorestandardised,qualitywayofsolvingfamilyproblems.ThefirsteditionofthecataloguewillbereleasedinUgandaintwoversions:oneforfamilyjusticeproviders(suchasLocalCouncilCourts,clanelders,communityleaders,police,socialworkers,judgesandlawyers)andanotherversionwillbedesignedfortheordinarypeople.Thebestpracticeswerecollectedfromover100practitionersandusers.Thesearecategorizedintotwomainsections:topicsrelatedtospecificissues/content,andtopicsrelatedtoprocesses.Withineachofthesesectionsthebestpracticesareorganizedintoaseriesofcategoriesandsub-categories.These suggestions are being methodologically reviewed and graded to determine the level of evidencesupportingthem.

JusticeDashboard

Innovationecosystems

Innovationsneedanecosysteminwhichtheycandevelop.Thebackofficeofalawfirmhavingtoproducelegaldocumentsovernightoracourthousewherecasesarerunninglatearenotasuitableenvironmentforthis.Noristhehierarchyinaministryofjusticewithcivilservantswhoaretrainedinpoliticalsensitivityratherthanthebestpracticesofdeliveringjustice.

AccordingtotheWorkingGroup,anecosystemforinnovationinthejusticesectorhasthefollowingcharacteristics:

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§ Itisasafespacewhereambitiousinnovationtargetscanbeset,achievementscanbemonitored,andpeoplebringexamplesofgreatideasforclosingthejusticegap.

§ Itisaplacewithideationandincubationexpertisesothatideascanbedevelopedintoinnovationsthatreallysolvetheproblemsofcitizens.Researchingneeds,buildingafirstversion,testingit,adaptingandlearning,iteratingmanymoreversions,andthenscaling.Itisalsoasafeplaceforcollaborationbetweenpublicandprivateactors.

§ Thereareclearandrigorouslyappliedcriteriaforsuccessandfailure.

§ Thereisaccesstofinancingtodevelopinnovations:Thereisparticipationofboththepublicandtheprivatesector.Thereisspacetoworktogether.

§ Itisseparatefrom,butsufficientlyclosetotheorganizationswhereinnovationsneedtobeacceptedandimplemented,withparticipationoftheorganizationswhowillhavetoworkwiththenewproductsandservices.

Suchecosystemscanbebuilt.Weencourageministriesofjustice,councilsofjudiciaries,lawsocieties,barassociations,anduniversitiestostartdoingjustthat.

WiththeNationalActionCommitteesonAccesstoJusticeinCivilandFamilyMatters(NAC)CanadahasadaptedtheMilleniumdevelopmentGoalsandSustainableDevelopmentGoalsprocesstoworkforjusticeinnovation.Basedondata,andinaninclusiveprocessnineJusticeDevelopmentGoalsadvancingapubliccentred,comprehensivevisionofaccesstocivilandfamilyjusticeinCanadahavebeenformulated.Theyrelatetoinnovation,institutionsandstructuresandresearchandfunding.TheJusticeDevelopmentGoalsaresharedonapubliclyaccessiblewebsite.EachGoalhastargetsandallprojectsaimedatachievingthesetargetsaresharedonthewebsite.Inthisway,effortsaremobilizedacrossthecountrytowardscommonobjectives.TheNACworkswithitsprovincialandterritorialaccesstojusticecollaborativestopromoteengagementandcollaborationandfosterresearchandevaluation.

TheAcceleratorHubsdevelopedbyHiiLarebasedon6yearsofexperienceinscoutinganddevelopingjusticeinnovations.TheHubsarecommunitiesincountriesorcitiesthatsupportjusticeinnovations.Often,justicestartupsneedlocalexpertise,dailyorweeklyguidance,andcommunityconnectionsinordertogrowandsucceed.TheseHubs,ledbyaprofessionalandexperiencedmanager,providethissupport.Hubsprovidecustomizedsupporttojusticeinnovationsbasedontheirphaseofdevelopment.Thisincludeshelpingbrandnewstartupsdevelopandvalidatetheirideas,orlaterstagestartupsprepareforinvestmentandinternationalrecognition.Othersupportisprovidedbyfosteringandguidingconnectionstotheformaljusticesector.AJusticeInnovationGrowthFundisnowbeingsetuptosupportthisstructure.

TheministryofjusticeoftheUAE(infact,allministriesoftheUAE)hascreatedthepositionofChiefInnovationOfficer.Suchaposition,ifgiventherightlevelofseniorityandfinancialresources,candriveinnovation.He/sheconnectsneedsandinnovationpossibilitiesandhelpsgenerateanddriveastructuralinnovationagenda.

Singapore’sAcademyofLaw,whichsitswithinthedomainoftheSupremeCourt,haspioneeredalawtechenvironmentcalledtheFutureLawInnovationProgramme,identifyingtheblockstolegalinnovationinSingaporeandprovidingandguidanceandtoolstolawyersinSingapore,notonlytoimprovetheirpracticebutalsotomakethebestuseofthetechnologyplatformsofferedbytheSingaporecourts.

Newpartnerships

Todelivernewparadigmjusticeyouneednewpartnershipsthatarenowoftennotpossiblebecauseofexistingrulesornotdeemedpossiblebecauseofengrainedcultures.Partnershipsbetweenthesedifferentgroupsneedtobepossibleandpartofthewayofworking.

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Sometimesacollaborativepartnership.Sometimesasupervisoryrelationship,withthepublicsupervisingtheprivate.Sometimesinhealthycompetition.Inthetablebelowwesetoutsomeofthecorestrengthsofeachgroupthatneedtocometogether.

Sector CoreStrengths

Publicsector Conveningpower,citizenperspective,coercionandenforcement,protectionofthevulnerable,qualitycontrol,enabler,dataplatforms,whatworksresearch,financing(publicfunds).

Privatesector Customerperspective,agile,fast,innovative,scale,dataplatforms,‘whatworks’research,financing(impactinvestment)

Civilsociety Userperspective,presence‘ontheground’,specializedknowledgeonspecificgroupsandneeds,dataonwhatworks

Academia/thinktanks Datacollection,whatworksresearch,connectorandconvener.

Business Businessacumen,deliverycapacity,organisationalskills,investment.

(Impact)investors Funding,businessacumen,roadtosustainablefundingmodels

Trainingandeducation

Aslongaslawschoolsteachlawyerswhattheyhavetaughttheminthepast,mostlawyerswillcontinuetodowhattheydo.Theparadigmshiftforwhichweadvocatemustbesupportedbyasystemchangeinlegaleducation.Thecurriculumneedstobeadaptedtoincludetraininginskillsthatwillallowlawyerstowork inmoreevidencebasedanddata-drivenways. Inaddition,thesystemchangethat isneededwillrequirealotofjusticeentrepreneurship,whichcanbetaught.Lastly,legaleducationwouldbenefitfrominsightsfrompsychology,behaviouraleconomics,sociology,andneurology.Wealsoseeroomforchangesinthewayofteaching.Traditionally,thebesthospitalsareconnectedtouniversities.Thereisnoreasonwhythismodelshouldnotapplytolawschools.Legalclinicsandincubatorsforyounggraduatesshouldsetthepathwaytoschool-basedlawfirmsandlegalclinicsthatactasagentsofchange,wherestudentsare supervised by the practitioners involved with the school. Computers will soon outshine lawyers’unskilled and perfunctory tasks. Therefore, education needs to shift towards problem solvingmodels,mergingtheoryandpractice.Problemsolvinglegaleducationfocusesonhavingstudents(insmallgroups)analysetheirsurroundingsandchoosealegalchallengerelatedtothesubjectinquestion.Theycarryoutempiricalstudies,conductsurveysandcollectdata.Thenanalysetheirresultsvis-à-vishistoricalorculturalfactors,andproposeworkablesolutions.

7.FinancinginnovationsFundingforjusticeinnovationisachallenge.

Generally,ministriesofjusticehavelimitedbudgets.Thesearealmostentirelyspentonapplyinglawtocasesbylawyers.Thereislittleornofundingdesignatedforinnovation,orforapplyingnewservicesandinnovativeproductsthathaveabetterfittotheneedsofcitizens.InOECDcountries(therichestgroupofcountriesintheworld),theaveragespendingonjusticeisaround5%ofthenationalbudget.Inmanycountriesitcomesclosertobetween1%and3%.Thepublicfinancepictureisevengloomier:evenifonecouldconsiderthepercentagesincreasing,thefactisthatinmostcountrieswherethejusticegapisthebiggest,thetaxbaseislowest.Increasingthetaxbaseisnotsomethingthathappensquickly.

Donorsarespendinglessonjustice:in2016itcomprisedonly1,3%oftotalaid.Muchmoreisbeingspentoneducationandhealth.

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Anotherpotentialsourceoffunding,impactinvestment,isnotyetusedinthejusticesector.TheImpactInvestorSurvey2018oftheGlobalImpactInvestmentNetwork,doesnotmentionjusticeamongthetopsectorsreceivingimpactinvestmentfunding,whichincludefinancialservices,energy,microfinanceandhousing.

Inordertoclosethejusticegapandtousetheinnovationopportunitybeforeus,weneednewthinkingaboutfinancingjustice.Publicmoneyalonewillnotbeenough.Theprivatesector,includingbothphilanthropyandinvestment,willbeneeded.Wearenotabletoprovideafullexplorationoftheneedsandpossibilitieswithinthescopeofthisstudy.However,someparameterscanbehighlighted.

Mostfundamentally:itisourassessmentthatmoreprivatefundingwillonlybeunlockedifthejusticeservicesmarketplaceisopened(Section5,above).Theexistinglimitationsonwhocanprovidelegalservicesandprocedureslimitthespaceforjusticeproviderstoinnovatethesolutionsthatpeopleneedandaskfor.This,inturnleadstothefactthattheirinnovationsarenotattractiveforsocialimpactinvestorsorinvestorslookingforfinancialreturnoninvestment.Thisisexacerbatedbytheuncertainandsometimeshighlyconflictualprocessofgettinginnovationsimplementedandacceptedbyregulatorswhichrepresenttheinterestsofthecurrentproviders.

TheJusticeAccelerators(Section6,above)pointtoamodelwhereprivatefunding(mostlyphilanthropicgrantfunding)providesinitialseedfundingtodevelopandtestinnovativeideas.Thoseinnovationsthatthenturnouttoworkcanthenbepickedupbygovernment(ordonoragenciesinlow-incomecountries)andbroughttoscalewithfundingfromthenationalbudget.

Justiceinnovationrequiresanecosystemthatcontainsdifferentkindsoffunding:

§ Seedfundingforpotentialinnovationsandprototypes.Thisisgive-awaymoney.Itdoesnotexpectanyreturnoninvestment.

§ Largergrantswheninnovationsbecomeseriousinitiativesthatcanbedevelopedmore.

§ Softloans,socialimpactbonds,andthelikewhenseriousinitiativesstarttoproduceimpactandneedtoscaleup.

§ Investment,socialimpactbonds,stablefundingfromthegovernmentbudget(ordonoragencies)whenseriousinitiativesbecomerunningbusinesses/governmentservices.

§ Forkey,costlytechnologiesthatcanunleashaplethoraofnewproductsofservices(thinkofGPS,humangenomeasexamples),governmentfundingistheusualavenue.

Inotherareasthanjustice-theenvironment,education,andhealth-pay-for-performancesolutionshaveproventowork.Throughsocialimpactbondsagovernmentoradonorfundsaninnovativesolution,butonlyifitdeliversinaccordancewithsetperformancegoalsrelatingtothequalityofjusticeoveratimeperiod,andifcostsavingsarerealizedforthepublicsector.Thefundersarethenprivatesector,andthegovernmentonlypaysiftheinnovationissuccessful.ThesocialimpactbondfinancingmechanismwaspioneeredbyUKministryofjusticeataprogrammetoreducerecidivismforyoungmaleoffendersfromPeterboroughPrison.

CompanieslikeLegalZoomshowthatprivateinvestmenttoenhanceaccesstojusticeispossible.Thecompanyprovidessmallandmediumenterprisesandmiddleincomecitizensaccesstoallkindsoflegaldocumentsandformsoflegaladviceconnectedwiththem,atamoreaffordablepricethanlawyersandnotariesgenerallydo.Ithasbeenfundedbyprivatesectorcapitalandisrunasafor-profitbusiness.

Weestimatethatthewillingnesstopayforjusticesolutionsishigherthanissometimesassumed.

Wehavenotcomeacrossprivatesectorrevenuemodelsatscaleconnectedwiththeprovisionoflegalinformation.However,wehavenotedexamplesinothersectors--suchashealthcareandagriculture--inwhichtheprovisionoffreeinformationismadesustainablethroughadvertisingrevenues.Guidelines

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forevidencebasedmedicaltreatments(whicharecostlytoproduce)arethebasisfor(lowcost)appsandwebsitesthatinformthepublic.

Ministriesofjusticecouldallocateadedicatedportionoftheirbudgetstoinnovation.ThePrimeMinister’sOfficeoftheUnitedArabEmirates,forexample,requireseachministrytoallocate1%ofitsbudgettoinnovation.Thismaygrowto5%inthefuture.

Itisalsopossibletomakesmartuseofdata:if,forexampleweknowwhichbusinessorgovernmentsectorsgeneratethemostdisputesitmaybepossibletoaskthemtocontributemoretoaccesstojustice.

CollaborativemodelshavealsobeendevelopedinChinabetweenthejudiciaryandtechnologycompanies.ThisincludestheuseofWeChatbythejudiciaryasaplatformforAIlegaladvice,theworkbyAlibabainthedevelopmentofthetechnologyfortheCourtoftheInternetandtheprivatesectorfirmthathasdevelopedthecasereviewplatformsadoptedbytheShanghaiCourts.WhilstthereareissuesofconcernaboutprivatesectorinvolvementinthedevelopmentofjudicialAI,theSupremeCourtinChinawouldappeartobetryingthebalancetheneedsofthecitizensfortechnologybasedsolutionswiththeneedofthejudiciaryfordecisionmakingindependence..

Torecap:itisalsonecessarytoopenupwhenitcomestofinancingjusticeinnovation.Itdoesnotseemlikelythatthejusticegapwillbeclosedwithpublic,governmentfundingalone.Thatwouldalsonotbewise,giventhegeneralargumentforopening-upthelegalsectorwehavemadeinthisreport.Wecanlearnfromothersectorslikehealthandeducationtodevelopfinancingmodelsthatcansupportthejusticeinnovationthatisneeded.

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8.StrategiestomakeithappenAlotisneededtomakethechangesthatareneededtomakeinnovationhappen.Wehighlightwhatsomeofthekeyactorsmaydointhetablebelow.

Who What

Justiceleaders

GovernmentMinistersofjustice,chiefjustices,chiefprosecutors,ministersofdevelopment,parliamentarians.

CivilsocietyPresidentsofbarassociations,civilsocietyleaders,deansoflawschools,presidentsofthinktanks,presidentsofphilanthropicorganisations

Leadthereframingattheparadigmlevelandacceptthenecessityofsystemchangebecausethe‘robe-model’modelisattheendofitslife-cycle.

Createaninfrastructureforjusticeinnovationwithalevelplayingfield,clearcriteria,independentevaluation,whichreplacescurrentregulationandlegalframeworksforproductsandservicedelivery.

Encouragethecreationofboldnewpartnershipswhichencouragecreativity,risk-takingandinnovation.

Developmechanismstoinvestinkey,disruptivetechnologiesandinearlystageinnovation.

Createaccesstonew,trustworthy,financialandinvestmentmodels.

Createsuccessstoriesandcommunicatethem.Focusonquickwins.Showtheywork.

CanweconveneandproclaimtheequivalentoftheAlmaAtaDeclarationthatrevolutionizedaccesstohealthin1978?

Meet,worktogether,coordinatemoreacrossborderstobuildthenecessarycoalitionsforchangeandsharebestpractices.

Currentgovernmentsystemsandprofessions

GovernmentservicesCourts,prosecutionservices,policedepartments,

PrivatesectorLawfirms,individuallawyers,paralegalorganizations,allotherjusticeworkersandtheirorganizations.

Acceptthattherobemodelisattheendofitslife-cycle.Acceptindependentregulationoflegalservicesandindependentevaluationofcompetingmodelsforcourtprocedures.

Participateininnovation,createaprofessionalcultureofevidencebasedpracticeandopennesstoinnovation.

Addressthefeelingsofpainandlossthatareassociatedwiththistransition.

Removeallcurrentbarrierstointerdisciplinarycooperation,businessmodelsandtechnologies.

OthersMinistriesoffinance,ministriesofhealth,nationalbureausofstatistics,researchinstitutions

Startmeasuringsuccessintermsofoutcomes.Showwhateffectivejusticedoesforpeople.LinktoOpenGovernmentPlatform.

Business

Justiceentrepreneurs

Developnewservicesandproductsfordeliveryoffairoutcomesmodels

Includejusticeentrepreneursinexistinginnovationecosystems.

Encourageandbeattheforefrontofdevelopinginclusiveinnovationswithaspecialfocusonthemostpoorandvulnerableinsociety.

Citizens Demandbetterjusticedeliveryservices.

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9.Listofmembers(Inalphabeticalorder,firstname)

§ AbdullaAl-Majid,Courtinnovation,ChiefInnovationOfficer,MinistryofJustice,UAE

§ AllysonMaynard-GibsonQC,formerAttorney-GeneralandMinisterofLegalAffairs,Bahamas

§ EddieHartman,co-founder,LegalZoom,USA

§ GeraldAbila,FounderBarefootLaw&mSMEGarage,Uganda

§ GillianHadfield,UniversityofToronto,Canada

§ MarkBeerOBE,President,TheInternationalAssociationforCourtAdministration

§ MichelleArevalo-Carpenter,co-founder,IMPAQTO,Ecuador

§ MichielScheltema,SpecialAdviseronJusticetothegovernment,TheNetherlands

§ LuisFranceschi,Dean,StrathmoreLawSchool,Kenya

§ RobertKraybill,managingdirectorImpactInvestmentExchange,Singapore

§ SandraElena,head,openjusticeprogramme,MinistryofJustice,Argentina

§ SamMuller,CEOHiiL,Justiceinnovation,HiiL,TheNetherlands

§ JanetMcIntyre,DeputyDir.Gen.,IntergovernmentalandExternalRel.Div.,Min.ofJustice,Canada

FromtheTaskForceonJusticesecretariat

§ DavidSteven,CentreforInternationalCooperation

§ MaaikedeLangen,CentreforInternationalCooperation

Thereareanumberofpeople/institutionstothank

§ SpecialthankstotheCanadianMinistryofJusticeforbeingsuchawonderfulhost.

§ ManythankstoEvelienvanHoeveofHiiLandHibakMuseoftheCanadianMinistryofJusticefortheirimpressiveorganisationalskillsthatmadethephysicalworkinggroupmeetinghappen.

§ ThankstoMartinGramatikov(director,measuringjustice,HiiL)forhiscommentstooneofthedrafts.

§ Manythanks,alsotoHiiL’sresearchdirectorMauritsBarendrechtforhisassistanceinthefinalphasesofdraftingthisreport.

10.Readingsandsourcematerial§ GillianHadfield,RulesforaFlatWorld(2016)

§ UnderstandingJusticeNeeds,TheElephantInTheCourtroom,HiiL’s2018SDG16.3PulseReport

§ Tomorrow’sLawyers(2017),RichardSusskind,inparticularChapter13.

§ https://www.wsba.org/for-legal-professionals/join-the-legal-profession-in-wa/limited-license-legal-technicians/become-a-legal-technician.

§ BillHendersonandMarkCohenblogs.

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§ AyeletSela,NouritZimerman,MichalAlberstein,JudgesAsGatekeepersandtheDismayingShadowoftheLaw:CourtroomObservationofJudicialSettlementPractices,HarvardNegotiationLawReview,forthcoming.https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3131664

§ OECDSocialCohesionPolicyReviews(SCPRs)(2012),http://www.oecd.org/dev/inclusivesocietiesanddevelopment/social-cohesion.htm

§ JusticeNeedsandSatisfactioninUganda,HiiLReport2016,https://www.hiil.org/projects/justice-needs-and-satisfaction-in-uganda/

§ Aboutsmartcontracts:https://blockgeeks.com/guides/smart-contracts/

§ GillianHadfieldandDeborahRhode,HowtoRegulateLegalServicestoPromoteAccess,Innovation,andtheQualityofLawyering,1191HastingsLawJournal(2016),http://www.hastingslawjournal.org/wp-content/uploads/Hadfield_Rhode-67.5.pdf

§ SandraElena(coord.)JusticiaAbierta:aportesparaunaagendaenconstrucción.SAIJ,2018.http://www.bibliotecadigital.gob.ar/items/show/1818

§ AmericanBarAssociation,ReportOnTheFutureOfLegalServicesInTheUnitedStates(2016),https://www.americanbar.org/content/dam/aba/images/abanews/2016FLSReport_FNL_WEB.pdf

§ USLegalServicesCorporation,2017JusticeGapreporthttps://www.lsc.gov/media-center/publications/2017-justice-gap-report

§ Foragoodexplanationofsmartcontracts,seeMITSloanManagementReview,interviewwithLinWilliamCong,26September2018,(https://sloanreview.mit.edu/article/navigating-the-next-wave-of-blockchain-innovation-smart-contracts/)

§ TechnologyAndLegalEmpowermentAroundTheWorld,28Jan2019,https://www.theengineroom.org/tech-and-legal-empowerment-around-the-world/

§ RebeccaL.Sandefur,withtheassistanceofAliceChang,TaemeshaHyder,SajidKhurram,ElizabethPrete,MatthewSchneider,andNoahTate,LegalTechForNon-lawyers:ReportOfTheSurveyOfUsLegalTechnologies,January2019,http://www.americanbarfoundation.org/uploads/cms/documents/report_us_digital_legal_tech_for_nonlawyers.pdf

Endnotes

1https://www.justice.sdg16.plus/2Fordefinitionalpurposes,alegaltechorganizationmusthavetechnologyasanintegralpartofitsoperatingserviceorproduct.Merelyhavingawebsite,forexample,doesnotqualifyanorganizationas“legaltech”anymorethansimplyhavingaTwitteraccountwould.3TouchdownCapital,aventurecapitalfirmthattracksfor-profitcompaniesinthelegaltechspace.4See[publishedinterviewwithLawBase];[publishedinterviewwithAmicus];[litigationrecordsofLegalZoom];[trialmotionsofTrademarkia].