Cultivating successful partnerships with solution providers

Look for clarity, capability, and honesty. Know exactly what the provider offers and confirm that the solution fits your court's needs and culture. Choose a partner whose goals, values, and work style align with yours, and who commits to long-term support if needed. Above all, prioritize open, honest communication and a shared vision for success.

The procurement process and a detailed contract are essential to set the stage and expectations before work begins. It defines goals, requirements, and service levels early, reducing confusion and costly disputes later. It's the foundation for a transparent, accountable relationship.

You've found the right match when your court and provider share similar goals and operating styles. Make sure the solution truly fits both sides before committing. Be honest about capabilities, costs, and timelines before signing anything. Don't commit to something that doesn't fit.

Trust grows when both sides stay proactive and realistic. Schedule regular meetings and agree on communication protocols. Review project data together to solve problems early as partners — not opponents.

Courts and solution providers must share project updates, deadlines, or issues to avoid misunderstandings. Encourage radical honesty — even when the feedback is difficult. Set up a clear escalation path so everyone knows how to raise issues and who can help resolve them.

Expect turnover on both sides and plan for it early. Both courts and solution providers should maintain clear communication, keep documentation current, and reestablish expectations when new team members join.

Hesitation to make decisions, shifting priorities, skipping meetings, and slow responses are red flags. If people start quoting the contract instead of talking about solutions, communication has broken down.

Decision delays, missed deliverables, or staff turnover are early warning signs. Don't rush to terminate, but consider starting over with a reset. Realign priorities, improve communication, and create a 30-, 60-, and 90-day "get-well" plan. Identify root causes and add resources if needed before taking formal action.

Weigh the pros and cons. Don't stay in a failing project just because you've already invested heavily. Review your contract's exit clauses and liabilities. If you stay, refresh the team and commit to change. If you leave, do it early, clearly, and respectfully.