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Contracting: Setting and Meeting Expectations January 28, 2013 Frank Batten School of Leadership and Public Policy, Un

Contracting: Setting and Meeting Expectations January 28, 2013 Frank Batten School of Leadership and Public Policy, University of Virginia. Begin with the end in mind. You’ll be satisfied if you end the project with:

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Contracting: Setting and Meeting Expectations January 28, 2013 Frank Batten School of Leadership and Public Policy, Un

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  1. Contracting: Setting and Meeting ExpectationsJanuary 28, 2013 Frank Batten School of Leadership and Public Policy, University of Virginia

  2. Begin with the end in mind You’ll be satisfied if you end the project with: • A client who values your contribution and will refer you to others… Is “super pleased” • Fully engaged organization • Organizational changes that will be adopted • Leadership signed on and participating • Line staff see value and adopt measures • Recommendations implemented • Problem solved • Tools and talents within organization to sustain change

  3. How will you get there? • Contracting is using imagination and experience to envision the path • To ensure that you can complete it over and above expectations. • Begins with client and consultant relationship • Consultant’s task is to listen and ask good questions • What do they see as their needs? • The end deliverable they seek? • What is your analysis of the problem and the appropriate solution?

  4. What is your capacity to assist? Assess the match between their needs and your expertise and skills Assess level of risk: Is the assignment realistic? Is the client’s view of the approach the most effective? Develop your own interpretation of the “presenting problem “ Say “yes” only if you have the skills, or the capacity to learn and excel quickly Know what you don’t know. Bring in others to assist or offer only the services you know you can deliver Give your skills a sober and ambitious assessment

  5. Knowing what to charge Be precise in your estimate of hours Ask for detailed description of client’s desired outcome. Spend considerable time understanding the scope and deliverable: do not rush contracting Break down project into phases for good estimate, i.e.,: Background reading Interviews with key staff and leadership Facilitation Site visits Writing and revising reports Analyzing results with team Meetings with client….. Estimating work and budget

  6. Setting Rates • In estimating, match dollars with hours • Be comfortable talking with client about your rates early • Do not provide “back of the envelope” estimate • Clarify client’s budget early - before contracting • Consider additional costs of doing business • Transportation, materials, lodging • Publish and share rates with clients pre-contract

  7. Contract components Be clear what is yours and what the client will do 50/50 is what Flawless Consulting (Block) calls for Write expectations down, such as: 24-hour turn around on review of documents Schedule and arrange all meetings. Take minutes Time with top leadership – CEO and Board Completion of “homework” on time Time dedicated to complete the plan or project Client expectations

  8. Finalizing contract • You have complete clarity on the charge and final product • You understand to the best of your ability the time it will take you • You have allowed for some unpredictability • You provide a draft to the client to review • Arrive at a final agreement together • There is trust and rapport between you and the client • Proposal may go through several rounds • Request signature of Board Chair and CEO

  9. Key components Categories can include: Consultant Approach Steps to Take Agency Expectations Deadlines and Deliverables Qualifications Budget What else? What are essential pieces of contract?

  10. Budget Lump Sum Requires good estimating skills Simpler billing process Predictable revenue stream Allows for more flexibility in approach Hourly within Outside Figure Pay as you go Unpredictable revenue stream Less risk of being underpaid Less chance of being overpaid Requesting “lump sum” or hourly free

  11. Attributes of a good contract • Early: • Top leadership understand and can articulate what you will be doing • Consultant understands the path forward and the resources he/she will need to complete • Later: • Client’s project is complete, problem is resolved • Client evaluation is positive • Deadlines and deliverables met • Measureable change in organization for the better

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