b'APPENDIX B:Trends AnalysisThe Strategic Planning Committee reviewed external and internal trends at the March in-person strategic planning meeting (see trends online at www.3rdcc.org(External Trends) and www.3rdcc.org(Internal Trends)).Below are possible long-term implications of the external trends. The Court must consider the following implications as it prepares / plans for the future.Also provided below are future positive and status quo scenarios created by the Strategic Planning Committee.The positive future scenario represents what the future could look like if the Court is proactive and addresses current challenges.The status quo scenario describes what is likely in the future if the Court continues as it is now into the future. Implications of External Trends:1.There may be more and different types of adult and juvenile crime (e.g., gun violence) and more civil and domestic/family matters (e.g., lawsuits, domestic violence, etc.) filed with the Court due to the social and economic trends (e.g., high cost of living, increasing poverty rates, increasing number of people experiencing homelessness, gaps in educational and employment opportunities, strained and changing family dynamics/lack of family and community engagement, etc.).2.Behavioral health (i.e., mental health, substance use) needs are on the rise. More treatment and services options are needed.3.Some litigants may not have the ability to pay fines, fees, court costs/restitution.4.There is a need to be more trauma-informed (understand the effects of primary and secondary trauma on individuals/families) and use evidence-based practices (when working with youth, adults, and families).5.The Court needs to focus on (a) reducing the backlog of cases, (b) those cases that are beyond the time standards, and going forward, (c) resolving all legal matters in a timely manner. 6.Service demands are increasing; expectations of the public including court users and justice system partners are changing. Court users/partners want things faster and want it to be more convenient and/or easier to do business with the Court. 7.The Court must change and adapt to changing needs/expectations.The Court must be responsive to the needs of the people served.Failure to respond and adapt will negatively impact public trust and confidence in the court as an institution.8.Access to justice and how work is accomplished must be re-thought, reimagined, and/or re-defined for the future. The Court cant do business as usual.We must change to meet future needs.We must strive to be more accessible, relevant, and user-friendly for all people who do business with the Court. 9.The Court must monitor, stay ahead of, adapt to, and use new and emerging technologies including artificial intelligence (AI, ChatGPT). In doing so, however, the 20232027 Strategic PlanThird Judicial Circuit Court 18'