to business, public and other Management Consultants: ‘This service provided undertakings by an independent and qualified person or persons in identifying and investigating problems concerned with policy, organisation, procedures and methods recommending appropriate action and helping to implement these recommendation. Technical Support IT/IS Systems: These are specialised staff normally hired by – Learning Support Services or MIS to help to develop IT/IS systems. (NB Work on IT strategy would be categorised as management consultancy) Consultants in Other Specialised Disciplines: These would include Estates and Buildings works consultants (architects, engineers, surveyors), legal advisors, accountants, VAT consultants, and similar specialists. Although this Guidance is designed mainly for use in the hire of management consultants and IT/IS systems consultants, much of the content applies equally in the hire of consultants in other specialised disciplines. The following are not considered to be management consultancies: Staff Substitution: The use of staff from other organisations or companies on work which is the normal ongoing business of the University where the need arises because there are insufficient in-house staff. The need may include responding to periodic peaks of established work. Contracted Services: Agency Staff: Temporary and clerical staff employed on an agency basis. Continuing Routine Services: Continuing and clearly defined routine services from an external provider on the basis of a contract of specific duration. This could include such services as gardening, maintenance (electrical, plumbing, decorating, etc.) and catering. Research: Any services purchased from a research budget or grants which are formally identified within the research project. (This Guidance may nevertheless be suitable for hiring such help). KEY SUCCESS FACTORS Nine critical success factors have been addressed effectively: Seeing consultants as a potentially valuable, if costly, resource; Using them only on matters of real importance to the University; Using them only where management is committed to bringing about change Being clear why they are being used, and indentifying the work that needs to be done; Making sure that the problem cannot be solved in-house or in some less expensive way;
Management Consultants: ‘This service provided to business, public and other undertakings by an independent and qualified person or persons in identifying and investigating problems concerned with policy, organisation, procedures and methods recommending appropriate action and helping to implement these recommendation. Technical Support – IT/IS Systems: These are specialised staff normally hired by Learning Support Services or MIS to help to develop IT/IS systems. (NB Work on IT strategy would be categorised as management consultancy) Consultants in Other Specialised Disciplines: These would include Estates and Buildings works consultants (architects, engineers, surveyors), legal advisors, accountants, VAT consultants, and similar specialists. Although this Guidance is designed mainly for use in the hire of management consultants and IT/IS systems consultants, much of the content applies equally in the hire of consultants in other specialised disciplines. The following are not considered to be management consultancies: Staff Substitution: The use of staff from other organisations or companies on work which is the normal ongoing business of the University where the need arises because there are insufficient in-house staff. The need may include responding to periodic peaks of established work. Contracted Services: Agency Staff: Temporary and clerical staff employed on an agency basis. Continuing Routine Services: Continuing and clearly defined routine services from an external provider on the basis of a contract of specific duration. This could include such services as gardening, maintenance (electrical, plumbing, decorating, etc.) and catering. Research: Any services purchased from a research budget or grants which are formally identified within the research project. (This Guidance may nevertheless be suitable for hiring such help). KEY SUCCESS FACTORS Nine critical success factors have been addressed effectively: Seeing consultants as a potentially valuable, if costly, resource; Using them only on matters of real importance to the University; Using them only where management is committed to bringing about change Being clear why they are being used, and indentifying the work that needs to be done; Making sure that the problem cannot be solved in-house or in some less expensive way;
Hire-of-Consultants.docx