10 strategies for making the most of your investments in consultants and professional development providers
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Presented with Karen Nemeth and Pam Brillante at the NAEYC Annual Conference, November 6, 2014. Potential consulting or professional development clients expect prepared and informed contractors, but even the best consultant or professional development provider can only go so far if the client hasn't set the stage with a plan and a commitment to improvement. Even the most well-intentioned administrator will be disappointed if the consultant is not informed through a consultative, collaborative, systematic and respectful approach to the organization's scope of work. This essential session will focus on 10 strategies that will help administrators get more value from every consulting dollar they spend, and help consultants understand what clients need and expect to ensure long lasting results for their clients. This session is designed to provide all participants with unifying take home messages about working together to effect change in early childhood education through commitment to their respective responsibilities in professional consulting relationships.
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10 strategies for making the most of your investments in consultants and professional development providers
- 1. Rev up your organization with consultants: 10 strategies for making the most of your investments in consultants and professional development providers Fran Simon, M.Ed. Karen Nemeth, Ed.M. Pam Brillante, PhD NAEYC Annual Conference November 6, 2014
- 2. We are… Fran Simon, M.Ed. Engagement Strategies, LLC Karen Nemeth, Ed.M. Language Castle, LLC Pam Brillante, PhD Consultant and Professor
- 3. Our Assumptions •You have a problem or need that needs expertise not currently available in your organization/program. •You selectedthis session because you either are considering hiringa consultant or PD provider or are working withone now. •You are a consultant looking for ideas to help your clients better use your services.
- 4. Agenda •Ten tips for working with consultants from planning through after the engagement is complete •Discussion throughout •Questions
- 5. You are… 5
- 6. Empower yourselfto take charge of the problems you are trying to solve and the relationships you need to solve them.
- 7. Prepareyourself & your organization
- 8. 2.a. Prepare to lead and manage
- 9. 2.b. Find the right time to engage
- 10. 2.c. Define your vision, change is coming
- 11. 2.d. Develop a coherent and comprehensive Statement of Work
- 12. 2.e. Search for the right consultant, Check qualifications Think out of the local-area box.
- 13. 2.c. Continuous Improvement requires ongoing engagement but ultimate self-sufficency
- 14. Get a detailed proposal Be clear, expect clarity
- 15. Enter into a contract
- 17. Make the process iterative 5.a.
- 18. Provide access
- 19. YOU play a huge role BE
- 21. Follow through, follow up
- 22. Pay on time
- 23. Resources Strategic Use of Consultants: A Guide for Head Start and Early Head Start Leaders, ECLKC, Head StartNon-Profit Consultants: How to Choose them, How to Use Them, First5LASample Request for Proposal (RFP), the Denver Foundation Sample Interview Questions for Consultants, the Denver Foundation How to Use Consultants, Lean Systems Institute When to Use Consultants—and When Not to Bother, National Federation of Independent Business (NFIB) NFIB Archived Webinars Why hire a consultant? The Denver Foundation
- 24. Questions?
- 25. Thank you Fran Simon Engagement Strategies, LLC. Fran@EngageStrat.com Early Childhood InvestigationsEarlyChildhoodWebinars.com Pam Brillante Consultant and Professor William Patterson University PamBrillante@msn.com Karen NemethLanguage Castle, LLC. Karen@LanguageCastle.com LanguageCastle.com
Notes de l'éditeur
- OR you might be a consultant looking for ideas to help your clients better use your services??
- Empower yourself: You are the client who hires, pays, and may either fire or continue to work with the provider. But be reasonable and respectful of the investment the consultant will make in your organization. But… don’t waste your money by hiring a consultant when you are not ready!
- Who is the Primary Contact? You or someone else? Ensure there is a primary contact who capable of leadership. coordination, communication, and is committed to the role. Ensure that all staff understand they should coordinate through the primary contact. The contact should be prespected and capable of communicating with staff and the consultant. The contact must be empowered to lead. Does this person have the credibility and the right characteristics?
- Using consultants effectively requires attention, nurturing, coordination, and engagement. The organization must be committed to the devotion of time and it should be a time that makes sense for the organization. Is this the right time for your organization? Do you or someone in your organization who will be tasked with managing the engagement have the time?
- Don’t go to a consultant or PD provider and ask for something vague. “I want a training on emergent curriculum.” Be more specific.. If you need help figuring out EXACTLY what you and/or your organization needs, your consultant will help you. Gather information from and assess the appropriate staff members hat you need, but you know there is a problem, ask the consultant to figure it out for you. In other words, know what you want the outcome to be, Gather information from and assess the appropriate staff members about the problem Prepare to state your expected outcome(s)
- Have some idea of the Statement of Work, but prepare to work with your consultant on the SOW prior to the contract. It is important to have an idea of the direction but be ready to take advantage of your consultant’s expertise in defining exactly how you will achieve your vision. Work with the consultant to come up with the objectives
- DO YOU NEED A RFP? Define the difference between a RFP and RFQ. Describe the circumstances in which you might need either. Technology makes it possible to work with consultants who are not in your local area. Used linkedin as a resource. Look in groups, search for key words. Google, referrals, books. Use a combination of technology, research, and references to find the right match. Consider presenters you have seen past conference programs authors of books that fit your need referrals from other administrators
- You may have to reorganize the organization to structure so it is able to implement recommendations at the end of the engagement. Plan to learn to implement from the consultant, but… realize change is requires ongoing effort, not a one-shot consultation or training.
- The SOW Process to achieve the deliverables All costs Methods and timing for feedback What the consultant needs to deliver the engagement Terms of payment
- Make sure the consultant understands everything you expect. Get everything in writing. You should have a contract for every engagement with a consultant.
- Inform all of the staff members who will be involved and make sure your expectations and objectives are clear. If the assignment is not progressing as expected, redirect staff or the consultant. Remember, the consultant makes suggestions, not business decisions. Staff need to be informed about and able to discuss recommendations. Ultimately, the decisions will be made by management.
- a. Make the process with staff iterative. Plan checkpoints, meetings and updates in advance. b. If the assignment is not progressing as expected, redirect staff
- Allow provider access to everything he/she needs to do a good job a. Materials b. Equipment c. Space (if needed) d. Access to records e. Access to staff members who will be involved
- Be open, transparent, present, and invested in the process a. Disclose all of the problems you have observed b. Participate in the process
- DEMAND that staff cooperate with the consultant if needed. Whatever change emerges, staff must be on board. Because you have already prepared them for the changes to come, it should be understood.
- You are wasting your organization’s time and money if you don’t plan to follow through and sustain the changes. . Follow up and follow through. Sort through recommendations and select those that make the most sense for your organization, and actually impellent them. Measure the results. Plan to see improvement as an evolution that requires nurturing.
- Pay your consultant on time. Remember, your payment is the consultant’s paycheck. You rely on getting your paycheck when it is expected. Consultants do, too.
- The Denver Foundation is focused on inclusiveness. It’s a great resource beyond the consulting resources. Look for resources outside of the early childhood box.
- Pay your consultant on time. Remember, your payment is the consultant’s paycheck. You rely on getting your paycheck when it is expected. Consultants do, too.