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
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
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
Editor's Notes
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 toimplement from the consultant, but…realize change is requires ongoingeffort, not a one-shotconsultation 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.