Request for Proposals
Advertising
Interview Preparation
The Interview
Things to Look For
After the Interview

At some point, virtually every organization has a need to retain a consultant. It may be an architect, an accountant, a computer professional, a marketing expert, a planning consultant or other form of technical assistance. A strong selection process is key to obtaining the best services for your needs. This pamphlet will help you organize your selection process.

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Request for Proposals

Commonly known as an RFP, this is simply a written statement of your needs and requirements which is publicly distributed. Many funders will require an RFP process, but in any event you will find it to be a useful tool to organize your objectives and to obtain strong proposals responsive to those objectives. The RFP will typically include:

1. Project Description. A summary of the project and the role a consultant is expected to play in that project.
2. Consultant Services. A more detailed description of the tasks the consultant will be expected to perform in the context of the project.
3. Objectives. A description of what is to be achieved as a result of the consultant's services. This is often the most difficult portion to write. Avoid broad generalizations ("We will be stronger and achieve our goals") but don't limit yourself to meaningless numerical goals ("We will have four meetings").
4. Consultant Qualifications. A description of the expertise you expect of your consultant. These may be specific minimum requirements, such as a college degree level or appropriate professional certifications, as well as broader requirements, such as experience with non-profits or with other projects similar to yours.
5. Project Dates. Provide a time line for application deadline, interviews, final selection and project start date. If possible include a target date for conclusion of the consultant's role.
6. Other Requirements. Include other unique considerations, such as minority or women- owned business goals, special location requirements, time or cost limitations, etc. If it is fundamentally important to you, your funders or potential candidates, include it here. But be reasonable. Too many requirements will discourage bidders or drive up costs.

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Advertising

To reach a broad array of quality consultants, it is best to use several means of putting out the word:

• Newspapers. A brief listing in the classified section of a major local newspaper is common and may be required by your funders. It ensures the broadest public announcement of your bid process. The ad will simply list the type of consultant sought and the general nature of the project, with an address or phone number to contact for a full RFP.
• Consultant Mailings. You may mail your RFP directly to potential consultants. You may obtain consultant names and addresses from other organizations like yours, from funders, or from non-profit organizations such as CTAC. To avoid charges of favoritism or collusion, mail to several potential candidates.
• Word of Mouth. Often the best leads and referrals will come from your peers, people in similar organizations who have needed similar services in the recent past. A brief note, phone call or announcement at a meeting will typically bring better results than a generic classified ad.

Proposals will begin to roll in and you will have to sort through them. If you receive a large volume of proposals, you may wish to select 5 to 10 for more intensive review by the Committee.

If you have prepared a good RFP and publicized it well, you should have at least 3 good consultant candidates at this point, and you can proceed to interviews.

If you have not received any proposals that fit your needs, you need to return to the drawing board. Was your RFP clear? Were the requirements realistic? Was the maximum price realistic? Was the RFP adequately publicized? Was the time for applications too short to permit preparation of a good proposal? Did you seek advice and referral from your peers? Modify your RFP based on the answers to these questions and try again.

The RFP is a useful tool for organizing your needs and expectations and for communicating them to your future consultant. A strong RFP provides the foundation for a strong relationship between you and your consultant.

DO NOT SELECT A CONSULTANT SOLELY ON A WRITTEN PROPOSAL!

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Whether you have used a formal RFP (Request For Proposals) process or informally selected several potential consultants, you will need to conduct interviews. A good working relationship is just as important as technical expertise. An interview will give you an opportunity to test the style and personalities of the candidates as well as their proposed approach to the job at hand.

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Interview Preparation

Before you begin interviewing, it is wise to bring your committee together to prepare.

1. Review your Requirements. If you have done an RFP, you will simply need to review it with the Committee. If you have not written an RFP, you will need to obtain consensus on the Committee's requirements and expectations. What skills are required? What tasks will the consultant perform? What will be the result of the consultant's service to the organization? Your Committee must have agreement on the answers to these questions before it can evaluate and select a consultant.
2. Review Proposals. Before you begin, review the top proposals and discuss them. What did your Committee like? What concerned them? Are there any unique ideas?
3. Establish Core Questions. Develop a set of three to five core questions that you will ask of each candidate. These may be about the consultant's qualifications, experience, strategic approach or working style, but they should be what your Committee members feel is fundamentally important. By asking these same core questions of each candidate, you will have a basis for comparing and evaluating candidates.
4. Set Roles for the Interview. Insist that Committee members attend all the interviews to ensure fairness. Select one person to take the lead, making introductions and asking the core questions. Select another person to keep track of time. You may assign follow- up questions or optional questions to other members, to be asked if time permits. Don't discourage spontaneity and participation, but make sure you have a game plan and everyone knows their role in it.
5. Review What NOT to Ask. Avoid personal questions about consultants, particularly concerning race, ethnicity, sex, sexual orientation, marital status, children, age, disability, religion or politics. Not only are these irrelevant to the contract, but even seemingly innocent remarks can give rise to resentment or even litigation. DO NOT ASSUME THAT YOUR COMMITTEE MEMBERS KNOW THIS. Remind everyone before the interviews begin.
   
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The Interview

If you have prepared well, your interviews should go smoothly. Some keys to remember:

• Stick To Your Game Plan. You must be flexible in the interview, following up answers to core questions or exploring new ideas that come up on the spot, but don't lose sight of your game plan. Be sure you ask your core questions of each consultant and follow-up on key issues. Don't get sidetracked on minor issues.
• Take A Break. Give your team 5 to 15 minutes between interviews to regroup and prepare for the next candidate. You may also use this time to critique yourselves, making certain that you are following your game plan and members are performing their roles.
• Stay on Schedule. This requires some self- discipline. Remember that the consultants are also evaluating you, and an interview process that forces candidates to wait more than a few minutes creates a poor first impression of your organization. You'll also avoid the need to rush through the last few interviews to catch up. If the Committee needs more time with a candidate, a second interview can be scheduled.
• Be Equitable. Each candidate should receive equal treatment. The same committee members should participate in all the interviews. All candidates should receive approximately equal interview time. Each candidate should have the opportunity to answer your core questions.
  
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Things To Look For

In the interview, you will of course focus on each candidate's responses to your core questions, but there are other things to look for as well:

• Chemistry/Communications. You may be working with this firm for an extended period. Do you like and trust them? Are they good listeners? Do they take your input seriously? Can they present their own ideas clearly? Are they specific or do they just talk in generalities?
• Relevant Project Experience. Has the firm completed projects that are similar to yours in size and project type? Have these been built or are they still on the drawing board?
• Key Skills and Approach. Does the firm offer the right mix of skills for your project? These might include creativity, sensitivity to historic context, building community consensus, technical skills for a specialized kind of project, familiarity with government regulations, cost estimating or construction oversight. The needs of each project are different and no firm -- whatever they say -- offers all of these in equal measure.
• Value. Are the candidate's qualifications and services commensurate with the fee? The cheapest candidate may not be the best choice, but the most expensive may not be the most qualified.
  
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After The Interview

Your work is not complete with the end of the last interview, even if one candidate is the clear choice. You should promptly do the following:

1. Debrief. If possible immediately review everyone's impressions of the candidates. Is there a consensus choice? Are there lingering concerns? How can they be resolved?
2. Check References. A few phone calls can provide an important perspective on a candidate. It's worth the time. If the candidate has worked on projects similar to yours, further investigation is particularly important.
3. Read The Proposal Again. Is the written proposal consistent with the candidate's responses in the interview? Is the proposal complete? Is the budget clear and sufficiently detailed? Does the candidate satisfy all the conditions and requirements stated in the RFP?
4. Second Interviews. If necessary, schedule second interviews of the two top candidates. Again, preparation is the key. Don't just rehash the first interview. What was not covered the first time? What needed more follow-up? What will make the difference for the Committee?
5. Say Thank You. Write to all candidates to thank them for their time and effort. Be gracious to those you do not select – you may need them in the future. Thank your interview committee for their work. If the consultant you select was referred to you, thank the person who made the referral.

There are no guarantees, but a strong selection process increases the likelihood that you will obtain the right services and the right skills to accomplish your organization's objectives.

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