How do we find the right consultant?...

The needs that lead organisations to seek a consultant are varied- from help in developing a future options strategy, to resolving conflict over aims between workers and their managing body. And therefore involve a variety of roles and tasks.

Who is the ‘right’ consultant?

Obviously they need appropriate knowledge, skills and experience, but also someone with the approach, ways of working and values that fit your organisation. Ideally before you start looking for a consultant you will be clear about what is the focus and purpose of the consultancy, and what the organisation wants it to achieve- an agreement that involves at least some of the key groups with a stake in a voluntary or community organisation, including the managing body, the workers, the volunteers, and the users or members.

I say ‘ideally’ because sometimes there is not this agreement and it is not possible to negotiate a clear brief, and that becomes part of the work of the consultancy. However, the clearer and more honest the brief about the task and any issues, and the results you are seeking, along with your budget and timescale, the more likely you are to get the right consultant. What is essential is some openness in the organisation to change in response to what comes out of the consultancy and without it you are wasting your money.

You can develop a short list of potential consultants through asking local development agencies like Councils of Voluntary Service and other local organisations who have used consultants about their experiences; and through directories and lists linked to national organisations. Funding may be available through Community Champions or CAF.

Having helped a number of smaller organisations recruit and use consultants we have gained some useful learning:

• The need to prepare for the discussion, carefully working out what questions you want to ask after the consultant’s presentation; a supportive outsider, like a local development worker, may help you.
• The involvement of service users or beneficiaries is very valuable and can crucially influence the decision, but they may need support, in order to take part in a real way.
• The real value in asking the consultants for contacts with a couple of other organisations they have worked for, and telephoning them beforehand. Unlike many job references this can be a good source of information especially about the values and approaches of the consultant, what it was like working with them and how useful their work has been..
• The need to ask the consultant about their approach and the extent they are prepared to negotiate this with you- a telling question put to me was asking the criteria I would use to evaluate the consultancy.
• The value of quite a long relaxed dialogue as it is in part an exploration of openness, trust and confidence on both sides.
• The requirement of a simple written contract covering tasks and timescales, mutual expectations, confidentiality, access, and ownership of data as a protection for both parties.
• The value of the organisation setting up a small steering group covering all the stakeholder groups to manage the consultancy and get the organisation involved.