Hiring a Higher Educational Consultant

When a program believes a consultant would help them create or revise a curriculum, approval from the Dean or some other supervising administrator is often needed to approve the idea and associated expense. Program directors or chairs should schedule a request meeting to verbally request their supervisor to approve the idea of hiring a consultant. Having a 1 page document to accompany the verbal request is the best approach. Having a written document is beneficial for two main reasons: (1) it shows you were thoughtful and prepared; (2) it serves as a “checklist” of elements that should be discussed during the meeting and can be referred to after the initial request meeting.

Why do some programs hire consultants? Reasons that a consultant should be considered for significant curricular development or revision include:

• A consultant can save faculty and administrators’ time by helping to design a well-thought out plan for easier implementation.

• An “extra set” of eyes can pull people out of group think. Consultants are great for helping program faculty recognize their blind spots. Every unit has its blind spots.

• A consultant can increase the probability of a successful program development/ revision or accreditation self-study and visit. The expertise and best practice knowledge of the consultant can prove to be beneficial.

• When past attempts have been unsuccessful, or the idea of curriculum development or revision is just too daunting to tackle, a consultant can bring synergy to the group and help address and manage any resistance to change. A neutral, objective consultant can assist in truth finding and tap into the groups’ creativity to address any lingering issues.

When a program is going to hiring a curricular consultant, there are many important considerations (https://www.universitybusiness.com/article/working-consultants-look-you-leap). The following should be considered when thinking about which consultant to hire. I think it is wise to find 2 or 3 people and collect their information to make an informed decision of who would best serve as a consultant.

• Check the consultant’s references and experience.

• Find a consultant versed in higher education.

• Find a consultant whose style is appealing. A consultant should be self-confident without being arrogant.

• The consultant should ensure professionalism, trust and confidentiality.

• The consultant must be comfortable in a contributory role.

• The background and expertise of the consultant should be aligned with what you are seeking.

• The consultant should exhibit curiosity about the institution. They should ask many pertinent questions and listen carefully. Such questions should focus both on the institutional culture and politics.

• Recognize that the consultant should be a change agent…their job is not to perpetuate the status quo.

Once you decide you want to hire consultant services, you often must gain approval. Request a meeting with the Dean or approval entity and provide a one-page document. The following is a format that I find useful when asking for additional resources.

• The opening statement should be the objective. What are you asking for and why? What is the overall purpose – curriculum development? curricular revision? accreditation preparation? etc.

• Be factual in why you need a consultant. Avoid over dramatizing. Some reasons might include: alleviating stress on faculty; because they lack time and expertise in curriculum development/revision; providing personalized attention to the faculty and program to optimize success; gaining a competitive edge by hiring a consultant to help design a successful program; saving time to produce a plan that “gets is right the first time”; needing a person with a core competency to meet a short-term goal.

• Be specific. When do you want the consultant? How will you choose the consultant? What will you ask the consultant to do?

• Budget: Provide a simple budget for the consultant services. Such expenses often include the consultant’s fee, travel and accommodations. Are there any implications to specify? For example, we’ll increase the following year’s class size by one to pay for ongoing consulting for the next academic year. Or, are you suggesting a change in allocations to line item budgets?

• End with a strong statement indicating you hope you can count on the support of the Dean (or other approval entity) to provide the program with the resources for a consultant to produce…. list the overall purpose (e.g., curriculum development or revision, accreditation preparation, etc.).

If any of you have any questions about hiring a higher educational consultant, please let me know!