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1 Prepare a clear brief. What is it you really want? [Perhaps you have used a consultant to define the problem for you.] If you are not clear about this, it will take time - and possibly money - to identify your needs. Be clear about what you see as the outcome of any final report.
2 Know what your budget is before approaching the consultant. Their charges may be more than your budget, but if they know what money you have to spend they can tell you what it will buy. If stage 1 has been done thoroughly, you will know whether the brief can be modified or not.
3 Ask questions of prospective consultants to help you to determine if you will be able to work together. You may wish to refine or add to this list, but it is vital that you ask the questions before you go ahead as this will also give you some indication as to the effectiveness of the brief.
What is your previous experience and / or qualification to carry out this work?
What other consultants do you have access to?
Can you give examples of similar consultancy work you have undertaken and references?
Do you envisage any problems in working with this brief?
What are your methods of working and charging policy?
4 Draw up a contract so that both parties know what is expected of them, time scales, costs etc.- especially what is included in the price. Written contracts are good practice to provide a reference point in case of dispute.
5 Allow enough time for meetings between key people and the consultant. The more time you can invest, the better the benefit to the organisation and the more prepared it will be for the final report and recommendations.
6 Help staff to understand the consultant’s role: and share ownership of the work being carried out. They will be more prepared to take action on the results of the consultancy.
7 Be prepared to take action. Without movement on the recommendations and advice, it becomes a pointless [and expensive] exercise. Not all of the recommendations will be acted upon, but you will need to decide which ones are viable and who should be carrying them out.
FINALLY
Remember to work with your consultants professionally. They are fully prepared to enter into discussions and negotiations, knowing that they may ultimately not be chosen to do the work. This is part of being an independent worker. But make sure you keep them informed of your progress and final decision. Although no-one likes hearing bad news; if you decide not to commission them, let them know as soon as possible. And also, why you felt that they were not the right one for your organisation. It helps them to to plan future negotiations.
Devon Associates can provide consultancy in:
Internal and External Evaluations
Business and Management Planning
Organisational Reviews
2 Know what your budget is before approaching the consultant. Their charges may be more than your budget, but if they know what money you have to spend they can tell you what it will buy. If stage 1 has been done thoroughly, you will know whether the brief can be modified or not.
3 Ask questions of prospective consultants to help you to determine if you will be able to work together. You may wish to refine or add to this list, but it is vital that you ask the questions before you go ahead as this will also give you some indication as to the effectiveness of the brief.
What is your previous experience and / or qualification to carry out this work?
What other consultants do you have access to?
Can you give examples of similar consultancy work you have undertaken and references?
Do you envisage any problems in working with this brief?
What are your methods of working and charging policy?
4 Draw up a contract so that both parties know what is expected of them, time scales, costs etc.-
5 Allow enough time for meetings between key people and the consultant. The more time you can invest, the better the benefit to the organisation and the more prepared it will be for the final report and recommendations.
6 Help staff to understand the consultant’s role: and share ownership of the work being carried out. They will be more prepared to take action on the results of the consultancy.
7 Be prepared to take action. Without movement on the recommendations and advice, it becomes a pointless [and expensive] exercise. Not all of the recommendations will be acted upon, but you will need to decide which ones are viable and who should be carrying them out.
FINALLY
Remember to work with your consultants professionally. They are fully prepared to enter into discussions and negotiations, knowing that they may ultimately not be chosen to do the work. This is part of being an independent worker. But make sure you keep them informed of your progress and final decision. Although no-
Devon Associates can provide consultancy in:
Internal and External Evaluations
Business and Management Planning
Organisational Reviews
LOOK
BEFORE
YOU
LEAP!
BEFORE
YOU
LEAP!
USE DEVON ASSOCIATES TO HELP YOUR ORGANISATION
Involving a consultant may not be as expensive as you think. You are getting all their skills and experience focused on your problems and issues. Think about involving them for:
PREVENTION MANAGEMENT rather than crisis management. Better to have a health check now than to wait until your organisation is sick.
INDEPENDENT EVALUATION. This can provide unbiased information as to how your organisation is performing, or to help facilitate the best choice when opinions differ in the organisation.
STRATEGY PLANNING to help sort out the priorities for the organisation and staff, whether working to deadlines or in the closing stages of funding.
PROBLEM SOLVING by facilitating the analysis and consideration of the situation, assisting staff and management committee to cut through some of the ‘politics’ and present a neutral stance for resolution of the problems.
SPECIFIC TASK NEEDS. You may need to provide cover whilst a vital post is vacant, or to complete a project where the present management committee or staff do not have the required skills or experience [e.g. funding applications or fund-raising].
Involving a consultant may not be as expensive as you think. You are getting all their skills and experience focused on your problems and issues. Think about involving them for:
PREVENTION MANAGEMENT rather than crisis management. Better to have a health check now than to wait until your organisation is sick.
INDEPENDENT EVALUATION. This can provide unbiased information as to how your organisation is performing, or to help facilitate the best choice when opinions differ in the organisation.
STRATEGY PLANNING to help sort out the priorities for the organisation and staff, whether working to deadlines or in the closing stages of funding.
PROBLEM SOLVING by facilitating the analysis and consideration of the situation, assisting staff and management committee to cut through some of the ‘politics’ and present a neutral stance for resolution of the problems.
SPECIFIC TASK NEEDS. You may need to provide cover whilst a vital post is vacant, or to complete a project where the present management committee or staff do not have the required skills or experience [e.g. funding applications or fund-
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