Consultancy and Case Study

2.1.1 Nature and scope of consultancyThe nature of this study is basing on the public procurement (selection and employment of consultants) public procurement act no.21 of 2004 and regulations 2005 Government notice no. 15/4/2005. Thescope of this study will be focusing on procurement of consultancy services as guided by the provided PPA and its regulations to enablethe student acquire basic knowledge and skills in procuring consultancy services.

Definitions of termsConsultancy service - means a service of an intellectual or advisorynature, provided by a practitioner who is skilled and qualified in aparticular field or profession such as engineering, accountancy, procurement, management, training etc.Consultant - means a firm, partnership or individual person registered by the relevant professional body engaged in providing the consultancy servicesForeign consultant - this is an individual consultant whose nationality is that of a foreign country while national consultant is from the local country.Case study A case study is a holistic inquiry that investigates a contemporaryphenomenon within its natural setting.

• The phenomenon can be many different things: a program, anevent, an activity, institution, project, a problem or anindividual.

• The natural setting is the context within which the phenomenonappears.

• Holistic inquiry involves collection of in-depth and detaileddata that are rich in content and involve multiple sources ofinformation including direct observation, interviews,documents, reports etc.

Why might Consultancy be required? (Reasons for consultancy service)

a. To provide skills/advice when not available in-house.

b. To assist in the development of a new skill/system or

structure.

c. To add value through knowledge transfer to build capacity

and skill within the organization.

d. To provide professional judgment as technical collateral.

e. To meet legal requirement by getting independent advice.

f. To provide support for high value or high risk projects.

Skills needed by a good consultant (characteristics)1. Professionalism.Consultants should always keep in mind that client relationship should remain at a professional level. It is sometimes easy for consultants to take on an “employee attitude,” which in many environments can backfire on the consultant and actually create a negative situation for the project.2. Ability to manage time.Consultants should look for ways to adjust their work style to accommodate the schedule, budget and overall requirements of the project. This is particularly true when faced with pressure to maintain high quality within finite time and budget constraints.3. Good Judgment.Consultants are required to have good judgment when confronted with a problem; should not jump to conclusions. Consultants should take time to consider the facts and to get feedback from their peers and management before reaching a decision.4. Team Player.Consultants must demonstrate that they are team players and are willing to learn from team members, genuinely valuing the input and expertise of others. It is important to establish a collaborative relationship with peers.5. Good Communication Skills.The consultant should have excellent oral and written communication skills; should be able to communicate opinions effectively. In addition to English, it is beneficial to know the language widely used by the employees of the company. In some countries, the documentation may be in a local language. Ideally, the consultant can easily read this language without employing any translators.

6. Expert Knowledge.Clients typically approach an external consultant for two reasons: 1) the client expects the consultant to have more expertise than theorganization’s internal resources or 2) because clients do not have sufficient time to solve their own problems or implement their own projects. Consultants should have broad knowledge in identifying and solving the problem facing the client. At all times, the consultant should remain current by reading journals, magazines, andinformative websites and through networking with fellow consultants.Should know how to apply theory into practice and also be skillful in using appropriate tools (software, professional journals, etc.) to function efficiently in the job.7. Good Listening Skills.During the consulting process, consultants will meet different people with unique characteristics. Having excellent listening skills will encourage all to talk freely. This leads to more information sharing which, in the end, can make the consulting process more streamlined.8. Involve Other Consultants (cooperative).A consultant should collaborate with other experts who might be possessing more knowledge in a particular assignment. For example, if your client has a problem related to legal issues, try to consulta legal consultant to help your client find a solution to the problem.9. Reputation.the consultant should be reputable, this involves having duties of care and levels of accountability, responsibility and integrity thatmay well be greater than those of the client; should have a good ethical record in all his past assignments.10. Problem solver.A consultant should be able to point the problem and give solution to the client so that the business can flourish once again.11. Objectivity.The consultant should be able to view the situation from the helicopter point of view and be able to listen to both sides of every argument and idea presented.12. Leadership skills.The consultant should possess qualities of leadership such as assertiveness (not being a dictator), knowledge, experience and empathy (to put yourself in the other person's shoes)

The consulting cycle.

The consulting cycle involves the orderly sequence of activities/processes to be undertaken during the consultancy assignment The process shall include the following steps:

(a) Preparation of the TOR (terms of reference);(b) Preparation of cost estimate and the budget;(c) Advertising;(d) Preparation of the short list of consultants;(e) Determination of the selection procedures and criteria for selection(f) Preparation and issuance of the request for proposal(g) Inviting submission of proposal;(h) Receipt of proposals;(i) Evaluation of technical proposal;(j) Evaluation of financial proposal(k) Final evaluation of quality and cost;(l) Negotiation and award of the contract to the selected consultant; and(m) Signing the contract.

Terms of Reference (TOR) The buyer shall be responsible for preparing the TOR for the assignment. TOR shall be prepared by a person(s) or a firm specialized in the area of the assignment. The scope of the servicesdescribed in the TOR shall be compatible with the available budget. TOR shall define clearly the objectives, goals, and scope of the assignment and provide background information (including a list of existing relevant studies and basic data) to facilitate the consultants’ preparation of their proposals. If transfer of knowledge or training is an objective, it should be specifically outlined along with details of number of staff to be trained, and soforth, to enable consultants to estimate the required resources.

TOR shall list the services and surveys necessary to carry out the assignment and the expected outputs (for example, reports, data, maps, surveys). The TOR shall provide the following information:

A precise statement of the objectives and goals sought A clear description of the nature and scope of the services

required and their context as well as the time interval in which they shall be provided

A description of the duties and responsibilities of the consultants and the procuring entity

Information on any counterpart staff and its role Information on training and the transfer of technology

where necessary A summary of the data, a list of all available studies and

information on the assignment, facilities and services which the pe will provide to the consultant;

A clear statement of the criteria to be used in the selection procedure

Cost Estimate (Budget) The cost estimate shall be made on the basis of the cost of the consulting assignment on the assessment of the resources needed to carry out the assignment: staff time, logistical support and physical inputs, the cost estimate and budget shall be based on the terms of reference.The costs should be categorized as follows:

a) the consultant’s staff, time spent at head quarter or in the field

b) other professional and support staffc) direct costs such as travel, transport, per diem, etcd) the cost of physical inputs and materials such as equipments,

vehicles, office suppliese) other costs such as offices, communication, services and cost

of special services.

Advertising To obtain expression of interest, the be shall include a list of expected consulting assignments in the General Procurement Notice which shall be updated annually for all outstanding procurement and shall also advertise all contracts in the authority’s journal and website and national newspapers of wide circulation.

For procurement exceeding Tshs 100 millions, a copy of the advertisement shall be sent to the authority.The advert shall request adequate information to make a judgment on the firm’s suitability.Short List of Consultants The pe shall select consultants who possess the required capabilities, qualifications and experiences to provide the specificservices. A new shortlist shall be prepared for every new request for proposal and shall comprise five to ten firms and at least threefirms from Tz unless no qualified firms. Determination of the selection procedure and criteria

The selection procedures and criteria to be used should be known to bidders earlier so as to enable them prepare responsive bids. The instruction to bidders should instruct bidders to meet the criteria and follow procedures for selection.

Preparation and Issuance of the Request for Proposals (RFP)

The RFP shall include (a) a Letter of Invitation, (b) Information to Consultants, (c) the TOR, and (d) the proposed contract. Buyer shall list all the documents included in the RFP. The buyer may use an electronic system to distribute the RFP.

Letter of Invitation (LOI) The LOI shall state the intention of the buyer to enter into a contract for the provision of consulting services, the source of funds, the details of the client and the date, time, and address forsubmission of proposals. LOI Shall contain all necessary information that would help consultants prepare responsive proposals.

Receipt of Proposals

The pe shall allow enough time for the consultants to prepare theirproposals. The time allowed shall depend on the assignment, but normally shall not be less than four weeks. The buyer shall extend the deadline for submission of proposals. The technical and financial proposals shall be submitted at the same time. No

amendments to the technical or financial proposal shall be accepted after the deadline. To safeguard the integrity of the process, the technical and financial proposals shall be submitted in separate sealed envelopes. The envelopes shall be opened by tender board members drawn from the relevant departments (technical, finance, legal, as appropriate), after the closing time for submission of proposals. Any proposal received after the closing time for submission of proposals shall be returned unopened.

Evaluation of the technical proposal The buyer shall evaluate each technical proposal (using an evaluation committee of three or more specialists in the sector), taking into account several criteria: (a) the consultant’s relevant experience for the assignment, (b) the quality of the methodology proposed, (c) the qualifications of the key staff proposed, (d) understanding of the TOR

(e) the extent of participation by nationals among key staff in the performance of the assignment. Each criterion shall be marked on a scale of 1 to 100 and the firms shall be ranked by order of merits on the basis of the highest score. Evaluation of financial proposal Once evaluation of the technical proposal is completed the buyer shall then review the financial proposals. If there are any arithmetical errors, they shall be corrected. For the purpose of comparing proposals, the costs shall be converted to a single currency selected by the buyer (local currency or fully convertible foreign currency) as stated in the RFP.

The cost shall include all consultant’s remuneration and other expenses such as travel, translation, report printing, or secretarial expenses. The proposal with the lowest cost will score high points compared with highest costs.

Combined Quality and Cost Evaluation

The total score shall be obtained by weighting the quality and costscores and adding them. The weight for the “cost” shall be chosen, taking into account the complexity of the assignment and the relative importance of quality. The weight for cost shall normally be 20 points out of a total score of 100.

The Proposals will be ranked according to their combined technical (St) and financial (Sf) scores using the weights (T = the weight given to the Technical Proposal; P = the weight given to the Financial Proposal; T + P = 1) indicated in the PDS: S = St x T% + Sf x P%. The firm achieving the highest combined technical and financial score will be invited for negotiation.

Negotiations and Award of Contract

Negotiations shall include discussions of the TOR, the methodology,staffing, buyer’s inputs, and special conditions of the contract. These discussions shall not substantially alter the original TOR or the terms of the contract, lest the quality of the final product, its cost, and the relevance of the initial evaluation be affected. Major reductions in work inputs should not be made solely to meet the budget. The final TOR and the agreed methodology shall be incorporated in “Description of Services,” which shall form part of the contract. Financial negotiations shall include clarification of the consultants’ tax liability and how this tax liability has been or would be reflected in the contract.

Award of Contract The award of contract shall be made to the consultant whose proposalhas been selected and with whom contract negotiations has been successfully completed. After concluding the contract, the pe shallinform the other consultants who have responded to the invitation

within a period of one week that their proposal has not been successful (debriefing).

Problem solving frameworks

(MCKINSEY’S 7S APPROACH TO PROBLEM-SOLVING)

The hard s’sStrategy: the direction and scope of the company over the long term.Structure: the basic organization of the company, its departments, reporting lines, areas of expertise and responsibility (and how theyinter-relate).Systems: formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call center systems, online systems, etc).

The soft s’sSkills: the capabilities and competencies that exist within the company. What it does best.Shared values: the values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior.Staff: the company's people resources and how the are developed, trained and motivated.Style: the leadership approach of top management and the company's overall operating approach.

• The problem is not always the problem• Don’t reinvent the wheel• Every client is unique (no cookie cutter solutions)• Don’t make the facts fit your solution• Make sure your solution fits your client• Sometimes let the solution come to you• No problem is too tough to solve

Don’t boil the ocean• Work smarter, not harder.• There’s a lot of data out there relating to your problem, and a lot of analyses you

could do. Ignore most of them.Lesson: be selective and don’t try to analyze everything.

Find the key drivers

Many factors affect business. Focus on the most important ones – the key driversThe elevator testKnow your solution so thoroughly that you can explain it clearly andprecisely to your client in 30 seconds. If you can do that, then you understand what you’re doing well enough to sell your solution.

Use the available opportunity to solve other problemsSometimes in the middle of the problem-solving process, opportunities arise to get an easy win, to make immediate improvements, even before the overall problem has been solved. Seize those opportunities! They create little victories for you andyour team. They boost morale and give you added credibility by showing anybody who may be watching that you’re on the ball and meanbusiness.Make a plan every dayDuring the problem-solving process, you learn something new every day. Put it down on paper. It will help you push your thinking. You mayuse it, or you may not, but once you have crystallized it on the page, you won’t forget it.

Solve one problem after anotherYou can’t do everything, so don’t try.Just do what you’re supposed to do and get it right.It’s much better to get to first base consistently than to try to hit a home run – and strike out 9 times out of 10.Look at the big pictureEvery now and then, take a mental step back from whatever you’re doing. Ask yourself some basic questions: How does what you’re doing solve the problems?How does it advance your thinking?Is it the most important thing you could be doing right now?If it’s not helping, why are you doing it?

Be ethicalProfessional integrity is of utmost importance in consulting.One aspect of professional integrity is HONESTY – with your client, your team members, (your professor), and yourself.Honesty includes recognizing when you haven’t got a clue. Admittingthat is a lot less costly than bluffing.Be innovative and creativePeople always have an idea if you probe just a bit. Ask a few pointed questions – you’ll be amazed at what they know. Combine

that with some educated guessing, and you can be well along the roadto the solution Different types of consultancy services

A consultant is a person(s) [other than an employee], companyor firm engaged for a limited period to carry out a finitetask. A consultant should transfer skills and/or expertise toan organisation, which either does not possess these in-houseor requires an independent outside person.

The following are two general types of consultant: -

(a) Management and Business Consultants – these are consultantsengaging in management and business areas, they are specialized inthe area so that they can be consulted and solve a problem of amanagement or business nature. Examples can be seen below:

Research Consultant - This can include market research or servicespecific research or analytical review; it involves transfer ofknowledge from the consultant to the client in order to deal with aspecific issue or problem at a particular point in time.Process Consultant - The consultant tries to pass on an approach,methods and values so that the organisation itself can diagnose andresolve its own problems.Development Consultant - Helps organizations to develop solutions toproblems by using the organizations own employees. He/she worksfrom the idea that most of the knowledge and skills needed to solvemanagement problems exist within the organisation.

(b) Technical/Design Consultants – these are consultants dealingwith technical aspects, they can be consulted to tackle a certainproblem of a technical nature. Examples can be seen below:

Design Consultant - Provides a strategic consultancy servicerelating to Regeneration, Planning, Modernization or AreaDevelopment.

Architectural /Asset Management / Building Works/ Consultants -Normally associated with construction contracts, asset managementwork or engineering work, providing ‘scheme specific’ technical or

architectural consultancy or scheme design services linked to aspecific building or technical project.

The consultant-client relationshipIntroduction While the management consulting industry has been growing steadily over years it has come under strong criticism within the academic and business press. Some consulting projects were not successful, for some cases the reforms were abandoned during the implementation phase, some implementation plans were contrary to reality.Sources of consultancy failure In most cases the failures were attributed to person characteristics of the consultant and client such as:

lack of skills, ineffective project management, unstable or bad consultant-client relationships (lack of

communication) Social-political aspects of the client organization e.g. hidden

agendas, resistance to change. It is suggested that if these issues are controlled it is possible for the consulting intervention turning out to be successful. In particular, the consultant-client relationship is seen as the key for consultation success (Kakabadse et al. 2006; Sturdy et al. 2006a).The consultant-client relationship usually assumes a form that involves members of both organizations meeting more or less regularly for a certain period of time. Depending on the companies involved and the particular project, this might be a series of more informal meetings or meetings of a more formal steering group. Characteristics of a consulting work

do proper planning before embarking to implementation spend enough time in understanding the cues and clues hold sharing discussion with consultant and summarize all the

issues raised for future reference in-depth discussion on the contract and agreement to ensure

action is based on solid base pay attention to the political processes of the client’s

organization and reach out to different people delivery of output in time and to the required quality establishing management structure which would show the

participation of all consultants in problem resolution Forging a good working relationship with the client system.

Key factors to failure of consulting assignment not involving influential people early enough consultants proposing solutions before problems are adequately

diagnosed presenting reports full of contents without regard to the

process of discussion (methodology) moving too quickly, causing surprises and creating defensive

behavior to consultants not recognizing the effect of change in one part of the system

on another part of the system not providing consultants with the minimum working facilities not being close to the client

The consultant can use the following techniques to influence theclient:

i) Demonstrating technical expertise- showing competence andcapacity by providing services which have professional touch,showing proper execution of task without leaving any looseends.

ii) Exhibiting professional integrity – to be honest to client.iii) Developing common vision – should avoid entertaining

unnecessary differences.iv) Using participative approach – should involve other

stakeholders to get relevant inputs.v) Should use reward and punishment – should reward the staff in

case of any achievement and should punish staff in case ofwrong doing.

Phases of the consulting processThe process can be outlined as follows:

Need analysis Project definition Gather information Gap analysis Develop recommendations Implementation Review

Need analysis (entry phase)What is the problem? What does the client need? These are criticalquestions to begin your consulting process. Until you know what theneed is, you won’t be able to offer a solution. How do you analyzeneeds? By listening and asking questions to clients.

learn about the client’s organization and its currentcircumstances

explore presenting issues gauge client readiness

reach agreement on the scope and focus of work exchange ideas about the specific steps to be pursued in the

work planProject definitionAs you interview your client, you will discover there are manyproblems, you must first define the core problem, it will be yourinitial task to help the client define the project. Gather informationTo produce a solution, you will need more information; this can bein form of additional facts, the results of interviews, or your ownobservations. You will need both quantitative (numbers) andqualitative (views, opinions) information before you develop aviable solution. Many questions will occur to you as you theclient’s problem, you may need to see the problem for yourself oryou may need to measure the problem. This is research and it is avital part of consulting, e.g. helping a client to start an e-business.Gap analysisBefore a full solution can be offered, you must know where thingsstand now. For example, the senior executive must know how much theclient currently has invested. You must help the client to move from“here” to “there” e.g. if the client’s investment is not enough thesolution is to increase investment to earn more income.Develop recommendations (action planning)Based on your knowledge and wisdom in combination with the data and information you have discovered, you are now ready to offer one or more recommended solutions. This is what the client is paying for. Task: make a presentation by outlining the problem and recommend solutions.ImplementationIn some consulting situations, you will also be the implementer; youwill manage the senior’s investment portfolio. In other projects, you will pass your recommendations on to your client for implementation. In both cases you will need to develop specific recommendations on how to implement your solution. ‘’invest more money’’ is not a solution for your client, you will need to implement a specific plan or document it so that the client can (solution management).Review (monitoring and evaluation)Feedback is a vital part of all processes. To ensure that your consulting process is a valuable to your client you must review and analyze the results and get feedback from your client such as are they happy? Will they use your service again?.

CASE STUDYMeaning: A case study is an intensive study of a specific individual or specific context. Or is a form of qualitative analysis where in careful and complete observation of an individual or a situation or an institution is done.Types of case studies

1. Snapshot case studies: detailed, objective study of one research entity at one point in time. Ex. Comparing departmentswithin the case study agency

2. Longitudinal case studies: quantitative and or qualitative study of one research entity at multiple time points.

3. Pre-post case studies: study of one research entity at two timepoints separated by a critical event. A critical event is one which on the basis of a theory under study would be expected toimpact case observations significantly.

4. Patchwork case studies: a set of multiple case studies of the same research entity, using snapshot, longitudinal and pre-postdesigns. This multi-design approach is intended to provide a more holistic view of the dynamics of the research subject.

5. Comparative case studies: a set of multiple case studies of multiple research entities for the purpose of cross-unit comparison. Both qualitative and quantitative comparisons are generally made.

Characteristics of a case study1. The researcher can take one single social unit or more of such

units for his study purpose; he may even take a situation to study the same comprehensively.

2. The selected unit is studied intensively ie it is studied in minute details. Generally, the study extends over a long periodof time to obtain enough information for drawing correct inferences.

3. The study of the social unit covers all facets; ie the factors that are operative within a social unit are in totality.

4. The approach is qualitative and not quantitative. Mere quantitative information is not collected; every possible effort is made to collect information concerning all aspects oflife.

5. The method requires to know the mutual inter-relationship of causal factors

6. The behavior pattern of the concerning unit is studied directlyand not by an indirect and abstract approach.

7. The method results in fruitful hypotheses along with the data which may be helpful in testing them, and thus it enables the generalized knowledge to get richer and richer

AssumptionsThe case study method is based on several assumptions as follows:

The assumption of uniformity in the basic human nature in spiteof the fact that human behavior may vary accordingly to situations

The assumption of studying the natural history of the unit concerned

The assumption of comprehensive study of the unit concernedMajor phases involved in case study

Recognition and determination of the status of the phenomenon to be investigated or the unit of attention

Collection of data, examination and history of the given phenomenon

Diagnosis and identification of causal factors as a basis for remedial or developmental treatment.

Application of remedial measures i.e., treatment and therapy Follow-up programme to determine effectiveness of the treatment

applied.Advantages of a case study method

It enables us to understand fully the behavior pattern of the concerned unit i.e. it deepens our perception and gives us a clear insight into life.

It enables the researcher to obtain a real and enlightened record of personal experiences which would reveal man’s inner strivings, tension and motivation

The method enables the researcher to trace out the natural history of the social unit and its relationship with the socialfactors and the forces involved in its surrounding environment.

It helps in formulating relevant hypotheses along with the datawhich may be helpful in testing them

The method facilitates intensive study of social units which isnot possible by using observation method or by using schedules

The method facilitates use of different research methods depending on the circumstances such as depth interviews, questionnaires, documents, study reports, letters etc

Limitations of case study method The information gathered in case studies is often not

comparable; the subject under case study tells history in its own words.

The danger of false generalization is always there in view of the fact that no set rules are followed in collection of the information and only few units are studied

It consumes more time and requires lot of expenditure since onestudies the natural history cycles of social units and that toominutely.

The method is often vitiated because the researcher may write what he wants, the report can be subjective

The method can be used in a limited sphere ie it is not possible to use it in a big society

The method is based on several assumptions which may not be very realistic at times, and hence being doubtful.

2.3.1 Sources of data for a case studyData can be categorized into qualitative and quantitative. Quantitative data consists of numbers while qualitative data consists of words for example asking respondents to supply text responses such as ‘ additional comments’ this can be assigned meaningful numerical values which can then be manipulated to help usachieve greater insight into the meaning of the data. The text responses can be sorted into simple categories.For instance, we develop five themes that each respondent could express in their open-ended responses. Assume that we have seven respondents; we could easily set up a coding table as follows:Person Theme 1 Theme 2 Theme 3 Theme 4 Theme 51 2 3 4 5 6 7

This is a simple qualitative thematic coding analysis. But, we can represent exactly the same information quantitatively as follows:Person Theme

1Theme 2 Theme 3 Theme 4 Theme 5 Total

1 1 1 0 1 0 32 1 0 1 0 0 23 1 1 0 1 0 34 0 1 0 1 0 25 0 1 0 1 1 36 1 1 0 0 1 37 0 0 1 1 1 3Total 4 5 2 5 3

Task: draw the frequency graph and pie chart

There are various methods of data collection, when selecting the appropriate method , the researcher should consider the following factors

Nature, scope and object of enquiry- the method should suit thetype of enquiry to be conducted by the researcher

Availability of funds- if the funds are limited the researcher can select the cheaper method

Time factor- some method takes relatively more time than others

Precision requiredThe data can be collected by using two types of data; ie primary data and secondary data.The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. The secondary data are those which have already been collected by someone else and which have already been passed through the statistical process.Collection of primary dataThere are several methods of collecting primary data, important onesare

1. Observation method – this is the most commonly used method specifically in studies relating to behavioral sciences. In this method, the information is sought by way of investigator’sown direct observation without asking from the respondent. For instance, in a study relating to customer behavior, the investigator instead of asking the brand of wrist watch used bythe respondent, may himself look at the watch.

The main advantage of this method is that subjective bias is eliminated, information obtains under this method relates to what is currently happening; the method is independent of respondents.The limitation of this method is that it is expensive, the information provided by this method is very limited, sometimes unforeseen factors may interfere with the observational task.2. Interview method - this method involves presentation of oral-

verbal stimuli and reply in terms of oral-verbal responses. Themethod can be used through personal interviews and if possible through telephone interviews. a) Personal interview method requires a person known as the

interviewer asking questions generally in a face –to-face

contact to the other person or persons. This method is particularly suitable for intensive investigations.

This method has got the following merits: i) More information which are in great depth can be obtainedii) There is greater flexibility to restructure the

questionsiii) Samples can be controlled more effectively as non-

responses generally remain very low.iv) Interviewer can select a person to answer the

questions.

The demerits of this method are as follows: i) It is very expensive especially if large and widely

geographical sample is taken.ii) Certain important officials or executives may

not be easily approachable.iii) The method is more time consuming especially when thesample is large

b) Telephone interview method –this method involves collecting data from respondents by using the telephone. It is not widely used but plays important part in some cases. The merits of this method are:

a) It is faster than other methods. b) It is cheaper than personal interviewing.c) Recall is easy. d) No field staff is required.

The demerits are:a) Interview period is limited with time.b) Questions have to be short and to the point.c) It is restricted to respondents having telephone

facilities.3. Questionnaires method : this method is very popular

particularly in case of big enquiries. In this method a questionnaire is sent to the persons concerned with a request to answer the questions and return the questionnaire. A questionnaire consists of a number of questions printed in a definite order on a form.

The method has got the following merits: There is low cost even when the universe is large and widely

spread geographically. It is free from the bias of the interviewer; answers are in

respondent’s own words. Respondents have adequate time to give out their answers.

Respondents, who are not easily approachable, can be reached conveniently.

The demerits of the method: It can be used only when respondents are educated and

cooperating. The control over questionnaires may be lost once it is sent. There is possibility of ambiguous replies from respondents. It is slow in gathering data.

Some other methods of data collection under primary data include: Warranty cards- these are postal sized cards used by dealers of

consumer durables to collect information regarding their products

Distributor or store audits- in this method the distributor gets the retail stores audited through salesmen and use such information to estimate market size, share etc

Use of mechanical devices such as eye cameras

Collection of secondary dataSecondary data means data that are already available ie they refer to the data which have already been collected and analysed by someone else. The data may either be published data or unpublished data. The published data include: various publications, trade journals, books, magazines, newspapers, reports, public records and statistics and historical documents. The unpublished data include: data found in diaries, letters, unpublished biographies and autobiographies. The researcher must be very careful in using secondary data because the data may be unsuitable or may be inadequate in the context of the problem which the researcher wants to study. The researcher before using secondary data must see that they possess the following characteristics:

Reliability of data- the reliability can be tested by finding out such things about the said data: who collected the data? What were the sources of data? Were they collected by using theproper method?

Suitability of data: the data that are suitable for one enquiry may not necessarily be found suitable in another enquiry.

Adequate of data: if the level of accuracy achieved in data isfound inadequate for the purpose of the present enquiry, they will be considered as inadequate and should not be used by the researcher

Preparation of a case study

Preparation of a case study follows the same procedure used in conducting any research study, the common procedures in a case studymethod are as follows:

a) Selecting the topic/title/theme : the topic should be brief, clear and specific the words should be approximately 10-15

b) Introduction of the research study : in this part the researchershould give a briefly overview of the research study and historical background of the social unit which is under study also researcher should state clearly the problem and the motivebehind that inspired the researcher to conduct the research study.

c) Defining the research problem : a research problem refers to some difficulty which a researcher experiences in the context of either a theoretical or practical situation and wants to obtain a solution for the same. The components of the research problem are:

There must be an individual or a group which has some difficulty or the problem There must be some objectives to be attained at. There must be alternative means (or the courses of action) for obtaining the objectives

one wishes to attain. This means that there must be at least two means available to a researcher for if he has no choice of means, he cannot have a problem.

There must remain some doubt in the mind of a researcher with regard to the selection of alternatives. This means that researcher must answer the question concerning the relative efficiency of the possible alternatives.

There must be some environment(s) to which the difficulty pertains.Selecting the problemThe research problem undertaken for study must be carefully selected. The following points may be observed by the researcher in selecting a research problem:

Subject which is overdone should not be chosen Controversial subject should not become the choice of an

average researcher Too narrow or too vague problem should be avoided The subject selected should be familiar and feasible so that

the related research materials are within one’s reach. The importance of the subject, qualification and training of

the researcher, the costs and time should be considered. The selection of a problem should be preceded by a preliminary

study.Analysis of a case studyAnalysis means the computation of some indices or measures along with searching for patterns of relationship that exists among the data groups. Analysis can be categorized as descriptive analysis andinferential analysis (statistical analysis).

Descriptive analysis is the study of distributions of one variable. This study provides us with profiles of companies, work groups, persons and other subjects on any of a multiple of characteristics such as size, composition, efficiency, preferences etc. several techniques can be used in making a case study analysis such as causal analysis,regression analysis, ANOVA, inferential analysis etc. depending on the situation.

Preparation of the findings of a case studyAfter collecting and analyzing the data, the researcher has to accomplish the task of drawing inferences followed by report writing. This has to be done very carefully, otherwise misleading conclusions may be drawn and the whole purpose be vitiated. It is through interpretation that the researcher can expose relations and processes that underlie his findings.

Validity and Reliability of Data

These three concepts establish the basis on which other researchersshould regard a piece ofResearch as knowledge that can be assimilated into the knowledgebase of a field of study. It is therefore important to demonstratethat these issues have been fully considered.Generalization of thecase study so that it contributes to theory isimportant.Generalization can only be performed if the case studydesign has Been appropriately informed by theory, and can thereforebe seen to add to The established theory. The method ofgeneralization for case studies is not Statistical generalization,but analytical generalization in which a previously Developed theoryis used as a template with which to compare the empirical results ofthe case study. If two or more cases are shown to support the sametheory, replication can be claimed. In analytic generalization, eachcase is viewed as an experiment, and not a case within anexperiment. The greater the number of case studies that showreplication the greater the rigour with which a theory has beenestablished.Four tests have been widely used to establish the quality ofempiricalsocial research:

1. Construct validity - establishing correct operational measures for the concepts being studied. This is concerned with exposing and reducing subjectivity, by linking data collection questions and measures to research questions and propositions.

2. Internal validity (for explanatory or causal studies only and notfor descriptive or exploratory studies) establishing a causal relationship whereby certain conditions are shown to lead to other conditions, as distinguished from spurious relationships.

3. External validity: establishing the domain to which a study’s findings can be generalized. Generalization is based on replication logic as discussed above.

4. Reliability: demonstrating that the operations of a study - such as the data collection produced can be repeated with the same results. This is achieved through thorough documentation of procedures and appropriate recording keeping. Many of the approachesfor ensuring validity and reliability are discussed further below inthe sections on data collection and analysis.

2.1.4 Preparing a winning consultancy assignmentSection 5: Proposal & Contract Forms

5A. Technical Proposal - Standard Forms

5A1 Technical Proposal Submission Form5A2 Consultant’s Organization and Experience

a. Consultant’s Organizationb. Consultant’s Experience

5A3 Comments or Suggestions on the Terms of Reference and on Counterpart Staff and Facilities to be provided by the Clienta. On the Terms of Referenceb. On the Counterpart Staff and Facilities

5A4 Descriptions of the Approach, Methodology, and Work Plan for Performing the Assignment

5A5 Work Schedule

5A6 Team Composition and Task Assignments

5A7 Staffing Schedule

5A8 Curriculum Vitae (CV) for Proposed Professional StaffForm 5A1 Technical Proposal Submission Form

[Location, Date]To: [Name and address of Client]

Dear Sirs:

We, the undersigned, offer to provide the consulting servicesfor [Insert title of assignment] in accordance with your Request forProposal dated [Insert Date] and our Proposal. We are herebysubmitting our Proposal, which includes the Technical Proposal, andthe Financial Proposal sealed under two separate envelopes.

We are submitting our Proposal in association with: [Insert a listwith full name and address of each associated Consultant, also specify, whether they are injoint venture or sub consultancy]1.

We hereby declare that all the information and statements madein this Proposal are true and accept that the any misinterpretationcontained I it may lead to our disqualification. If negotiations are held during the period of validity of theProposal, i.e., before the date indicated in Clause Reference 23.1of the Proposal Data Sheet, we undertake to negotiate on the basisof the proposed staff. Our Proposal is binding upon us and subjectto the modifications resulting from Contract negotiations.

We undertake, if our Proposal is accepted, to initiate theconsulting services related to the assignment not later than thedate indicated in Clause Reference 45.1 of the Proposal Data Sheet.

We also confirm that the Government of the United Republic ofTanzania has not declared us, or any sub consultants for any part ofthe Contract, ineligible on charges of engaging in corrupt,fraudulent, collusive or coercive practices. We furthermore, pledgenot to indulge in such practices in competing for or in executingthe Contract, and we are aware of the relevant provisions of theProposal Document (ITC Clause 3).1

We understand you are not bound to accept any Proposal youreceive.

We remain,

Yours sincerely,Authorised

Signature

[in full and initials]Name and title of

SignatoryName of FirmAddress

Form 5A2 Consultant’s Organization and Experience

Consultant’s Organisation[Provide here a brief description (maximum two pages) of the background and organizationof the Consultant]

Consultant’s Experience

Major Work Undertaken during the last Five Years that bestIllustrates Qualifications

[using the format below, provide information on each assignment for which your firm waslegally contracted for carrying out consulting services similar to the ones requested underthis assignment. ]

Assignment name: Country:

Assignment Locationwithin country:

Duration of assignment (months):

Name of Client: Professional Staff provided byyour Organisation:No of Staff:

No of Person-MonthsStart Date(Month/Year)

Completion Date(Month/Year)

Name of associated Consultants, if any:

No of Person-Months of Professional Staff provided byassociated Consultants:

Name of Senior Staff (Project Director/Coordinator, TeamLeader) Involved and Functions Performed:

Detailed Narrative Description of Project:

Detailed Description of Actual Services Provided by your Staff:

Firm’s Name:Authorised

Signature:

Form 5A5 Work Schedule

N° Activity1 Months2

1 2 4 4 5 6 7 8 9 10 11 12 n12445

n

1 Indicate all main activities of the assignment, including delivery of reports (e.g.:

inception, interim, and final reports), and other benchmarks such as Client approvals. For

phased assignments indicate activities, delivery of reports, and benchmarks separately for

each phase.

2 Duration of activities shall be indicated in the form of a bar chart. Months are counted from the start of the assignment.

Form 5A6 Team Composition and Task Assignments

i) Professional Staff

Name of Staff Firm/Organisation

Area ofExpertise

PositionAssigned Task Assigned

Form 5A7 Staffing Schedule1

N° Name of Staff

Staff-month input by month1 Total staff-month input

1 2 4 4 5 6 7 8 9 10 11 12 n Home Field2

Total

1

2

3

n

Total

1 For Professional Staff the input should be indicated individually; for Support Staff it should be indicated by category (e.g.: draftsmen, clerical staff, etc.).2 Months are counted from the start of the assignment. For each staff indicate separately staff-month input for home and field work.

Form 5A8 Curriculum Vitae (CV) for Each Proposed ProfessionalStaff

1 PROPOSED POSITION FOR

THIS PROJECT

[From the Terms of Reference, state the positionwhich the Consultant will be engaged. Only onecandidate shall be nominated for eachposition].

2 NAME OF PERSON [state full name]

3 DATE OF BIRTH

4 NATIONALITY

5 MEMBERSHIP IN PROFESSIONAL

SOCIETIES

[state rank and name of society and year ofattaining that rank].

6 EDUCATION: [list all the colleges/universities which theconsultant attended, stating degrees obtained,and dates, and list any other specialisededucation of the consultant].

7 OTHER TRAINING [indicate significant training since degreesunder EDUCATION were obtained, which ispertinent to the proposed tasks of theconsultant].

8 LANGUAGES & DEGREE OF

PROFICIENCY

Language Speaking

Reading

Writing

e.g. English Fluent Excellent

Ecellent

9 COUNTRIES OF WORK EXPERIENCE

10

EMPLOYMENT RECORD

[starting with position list in

[The Consultant should clearly distinguish whether as an “employee” of the firm or as a

reverse order everyemployment held and statethe start and end dates ofeach employment ]

“Consultant” or “Advisor” of the firm].

[The Consultant should clearly indicate thePosition held and give a brief description of theduties in which the Consultant was involved].

EMPLOYER 1 FROM:

[e.g. January 1999]

TO:

[e.g. December 2001

EMPLOYER 2 FROM: TO:

EMPLOYER 3 FROM: TO:

EMPLOYER 4 (etc) FROM: TO:

11

WORK UNDERTAKEN THAT BEST ILLUSTRATES YOUR CAPABILITY TO HANDLE THIS ASSIGNMENT

[give an outline of experience and trainingmost pertinent to tasks on this assignment,with degree of responsibility held. Use abouthalf of a page A4].

12. CERTIFICATION

I, the undersigned, certify that to the best of my knowledgeand belief, this CV correctly describes myself, myqualifications, and my experience. I understand that anywilful misstatement described herein may lead to mydisqualification or dismissal, if engaged.

_______________________________________________________Date:_______________

[Signature of staff member or authorized representative of the staff]Day/Month/Year

Full name of authorized representative: ____________________________________________

5B. Financial Proposal - Standard Forms

[Comments in brackets [ ] provide guidance to the short listed Consultants for thepreparation of their Financial Proposals; they should not appear on the FinancialProposals to be submitted.]

[Forms 5B1 to 5B5 are to be used for the preparation of the Financial Proposalaccording to the instructions provided under Clause 17 of the Instructions toConsultants. Such Forms are to be used whichever is the selection method indicatedin Clause 1.1 of the Proposal Data Sheet]

5B1 Financial Proposal Submission Form

5B2 Summary of Costs

5B3 Breakdown of Staff Remuneration

5B4 Breakdown of Reimbursable expenses

5B5 Breakdown of Taxes

Appendix: Financial Negotiations – Breakdown of Remuneration Rates

Form 5B1 Financial Proposal Submission Form

[Location, Date]

To: [Name and address of Client]

Dear Sirs:

We, the undersigned, offer to provide the consultingservices for [Insert title of assignment] in accordance with yourRequest for Proposal dated [Insert Date] and our TechnicalProposal. Our attached Financial Proposal is for the sum of[Insert amount in words and figures]. This amount is exclusive oflocal taxes, which we have estimated at [insert amount in words andfigures].

Our Financial Proposal shall be binding upon us subjectto the modifications resulting from Contract negotiations, upto expiration of the validity period of the Proposal, i.e.before the date indicated in Clause Reference 23.1 of theProposal Data Sheet.

Commissions and gratuities, if any, paid or to be paid by usto agents relating to this Proposal and Contract execution,if we are awarded the Contract, are listed as follows:

Name and Address ofAgents

Amount Purpose ofcommission or

gratuity

We also declare that the Government of the UnitedRepublic of Tanzania has not declared us, or any sub-Consultants for any part of the Contract, ineligible oncharges of engaging in corrupt, fraudulent, collusive, orcoercive practices. We furthermore, pledge not to indulge insuch practices in competing for or in executing the Contract,

and are aware of the relevant provisions of the ProposalDocument (ITT Clause 3).

We understand you are not bound to accept any Proposal youreceive.

Signed

In the capacity of:

Duly authorised to sign the proposal on behalf of the

Applicant.

Date:

Form 5B2 Summary of Costs

Cost Component Costs

Staff Remuneration (1)

Reimbursable Expenses (1)

Sub-Total

Local Taxes (1)

1# Staff Remuneration, Reimbursable Expenses and Taxes mustcoincide with relevant Total Costs indicated in Forms 5B3, 5B4and 5B5.

Form 5B3 Breakdown of Staff Remuneration

Name1 Position2Staff-monthRate3

Input3(Staff-months)

[Indicate Sub Cost for each staff] 4

StaffHead OfficeField

Total Costs

1 Professional Staff should be indicated individually; Support Staff should be indicated percategory (e.g.: draftsmen, clerical staff).2 Positions must coincide with the ones indicated in Form 5A7.3 Indicate the total expected input of staff and staff-month rate required for carrying outthe activity indicated in the Form.4 For each staff indicate the remuneration. Remuneration = Staff-month Rate x Input.

Form 5B4 Breakdown of Reimbursable Expenses

N° Description1 Unit Unit Cost2

Quantity

[Indicate sub cost for each item]3

Per diem DayTravel expenses TripCommunication costs between [Insert place] and [Insert place]Drafting, reproduction of Equipment, instruments, etc.materials, supplies, etc.Use of Laboratory SubcontractsOther Office rent, clerical Others (specify)Total Costs

1 Delete items that are not applicable or add other items according to Clause 19.1 of the Proposal Data Sheet.2 Indicate unit cost.3 Indicate the cost of each reimbursable item. Cost = Unit Cost x Quantity.

Form 5B5 Breakdown of Taxes

Sl.No. Description1 Unit Unit

Cost 2Quantity

[Indicate cost for each item] 3

1. Describe any relevant tax or taxes2. Indicate Unit Cost3. Indicate Cost of each item: Unit Cost x Quantity

Pricing of the consultancy workThe consultant should consider what fee/price is appropriate in the market and whether the clients will be willing and able to pay. The consultant can use one or a mixture of the following pricing strategies:

Competitors’ fee – find out how competitors determine fees Normal fees – are fees established by professional

associations as minimum but can be negotiated upward with jurisdiction. The consultants need to convince the client about the fee.

Differential fees – for different market segments. The consultant’s study the nature and size of the market in which they operate, divide it into segments.

Promotional fees – charging much lower than normal fees, it istemporary and are used mainly for new consulting firms to enter the market.

Skimming fees – setting a high consulting price and to those customers who are less price sensitive.

Subsidized fees – the consulting firm charges a lower fee for specific sectors of business.

Client-determined fees – client fixes the maximum fee beyond which client cannot accept. It is a ‘’take it or leave it situation’’.

Dumping fees – are normally below the cost of operations and usually practiced by large firms which are either entering into a new market or want to outcompete other firms.

Consultant’s image -- based fees – the consultant of higher standing charges comparatively higher fees than inexperienced consultants.

Setting fees for chargeable servicesWhen pricing consultancy assignments, consultant must observe thefollowing:

Fees must be set on the basis of sound and reasonable ground, the price should be realistic

The cost of production (fixed and variable) as indicators ofprice. It is difficult to determine the cost of service provision with certainty because neither the consultant nor client knows the extent of the service.

Fee determination must be based on an assignment/work plan eg number of days, travel days, number of staff etc

The fee structure should be clear and explicit preferably broken down into consultancy fee and re-imbursable costs

Once the fees have been discussed and agreed by both parties, consultant should refrain from increasing them in the course of executing the assignment.

Quote the fees and other costs with confidence Arrange the payment modalities in a way that is convenient

to client and not to the consultantTypes of fees/pricesThere are several ways consultants can charge fees to clients. The most common include the following:

1. Per unit of time fee - usually charged per one working day or per week/month or for longer-term assignment. When using this approach, the following aspects should be observed:

Only days spent working for the client should be charged

Junior consultants are usually charged less than experienced consultants

Client billed on basis of agreed schedule and not atthe will of the consultant. The weaknesses of this method is that clients are billed for time worked and not for work accomplished also may encourage consultants to take more time than necessary

2. Flat fee (lump sum) –consultant is paid only after completinga precise and defined job. This is most common approach. Under this approach the client:

Knows how much the whole assignment will cost him Knows the time to be spent on job May withhold payments for job not completed

3. Contingency fees - it is paid upon successful fixing the agreed problem. The size of the fee depends on the size of the result.

4. Retainer fees - a fixed fee is paid monthly or yearly. Within that period the client is entitled to seek advice from the consultant

5C. Contract Agreement

This CONTRACT (hereinafter called the “Contract”) is made the[insert day] day of the month of [insert month], [insert year], between, onthe one hand, [insert name of client] (hereinafter called the “Client”)and, on the other hand, [insert name of Consultant] (hereinafter calledthe “Consultant”).

[Note: If the Consultant consists of more than one entity, the above should be partiallyamended to read as follows: “… (hereinafter called the “Client”) and, on the other hand,a joint venture consisting of the following entities, each of which will be jointly andseverally liable to the Client for all the Consultant’s obligations under this Contract,namely, [insert name of Consultant] and [insert name(s) of other Consultant(s)](hereinafter called the “Consultant”).]

WHEREAS

(a) the Client has requested the Consultant to provide certainconsulting services as defined in this Contract (hereinaftercalled the “Services”);

(b) the Consultant, having represented to the Client thatthey have the required professional skills, and personneland technical resources, have agreed to provide the Serviceson the terms and conditions set forth in this Contract; and

(c) the Client has received a credit/ loan/ grant from[insert name of development partner] towards the cost of theservices under this Contract, it being understood (i) thatpayments by the development partner will be made only at therequest of the Client and upon approval by the developmentpartner, (ii) that such payments will be subject, in allrespects, to the terms and conditions of the agreementbetween the development partner and the Client. [delete thisClause if not applicable].

NOW THEREFORE the parties hereto hereby agree as follows:

1. The following documents forming the integral part of thisContract shall be interpreted in the order of priorityshown:(a)The Form of Contract; (b)The Special Conditions of Contract (SCC); (c)The General Conditions of Contract (GCC), (d)The Appendices (1 to 7).[Note: If any of these Appendices are not used, the words “Not Used” should beinserted next to the title of the Appendix]

Appendix 1: Descriptionof the ServicesAppendix 2: ReportingRequirementsAppendix 3: Personneland Sub ConsultantsAppendix 4: Hours ofWork for PersonnelAppendix 5: Duties ofthe ClientAppendix 6: CostEstimatesAppendix 7: Form of Bank Guarantee for Advance

Payment

2. The mutual rights and obligations of the Client and theConsultant shall be as set forth in the Contract, inparticular:

(a) the Consultant shall carry out the Services inaccordance with the provisions of the Contract; and

(b) the Client shall make payments to the Consultant inaccordance with the provisions of the Contract.

IN WITNESS WHEREOF, the Parties hereto have caused this Contractto be signed in their respective names as of the day and yearfirst above written.For and on behalf of [name of Client]

[Authorized Representative]

For and on behalf of [name of Consultant]

[Authorized Representative][Note: If the Consultant consists of more than one entity, all these entities should appear as signatories, e.g., in the following manner:]For and on behalf of each of the Members of the Consultant

[name of member]

[Authorized Representative]

[name of member]

[Authorized Representative]

2.3.2 Report writing

a) Characteristics of reportsReport is a channel of communicating the findings to the reader of the report. A good report is one which does the task effectively and efficiently; as such it must possess the following characteristics:

1. It should be comprehensive to cover the subject but be brief enough to maintain interest.

2. It should not be dull; it should be such as to sustain reader’s interest.

3. Abstract terminology and technical jargons should be avoided in a report; in other words, should be written inan objective style in simple language.

4. It should provide a ready availability of the findings; eg charts, graphs and statistical tables should be used in addition to the summary of findings.

5. The layout of the report should be well thought out and must be appropriate and in accordance with the objective of the problem.

6. It should be free from grammatical mistakes and must be prepared strictly in accordance with the techniques of composition of report-writing such as use of quotations, footnotes etc.

7. It should present the logical analysis of the subject matter to fit well with the problem.

8. It should show originality and should necessarily be an attempt to solve some intellectual problems.

9. Towards the end, it should state the policy implications relating to the problem under consideration.

10. It should be attractive in appearance, neat, clean and typed.

11. Objective of the study, nature of the problem, methodology used and analysis techniques adopted must be clearly stated in the beginning of the report in form of introduction.

12. It should contain appendices, index and bibliography.

b) Writing the Case Study Report

A key factor in determining the coverage and presentation of thecase study report is the intended audience. Case studies have a range of potential audiences, including academic colleagues, policymakers, practitioner professionals, the general public, research supervisors and examiners, and funders of research. These different audiences have different needs.

Composition of the case study reportA comprehensive layout of the research report should comprise thefollowing:

a) Preliminary pages – this part will carry a title and date followed by acknowledges , table of contents and tables

b) Main text- this part contains introduction, statement of thefindings and recommendations, results, implication of the results and summary.

c) End matter- this part contains appendices, questionnaires and the like ones.

Preparation of Memorandums

MEMORANDUM (Format 1)

(Regulation 99(2) of the Public Procurement (Selection and Employment ofConsultants) Regulations, 2005 - Government Notice No. 98 of 15th April, 2005 I_____________________(name of Consultant) places importance oncompetitive tendering taking place on a basis that is free, fair,competitive and not open to abuse. I am pleased to confirm that Iwill not offer or facilitate, directly or indirectly, anyimproper inducement or reward to any public officer theirrelations or business associates, in connection with my proposal,or in the subsequent performance of the contract if I amsuccessful.

I have an Anti-Bribery Policy/Code of Conduct and a ComplianceProgram which includes all reasonable steps necessary to assurethat I comply to the No-bribery commitment given in thisstatement, as well as by all third parties working with me on thepublic sector projects, or contract including agents,consultants, consortium partners, sub- contractors and suppliers.Copies of the Anti-Bribery Policy/Code of Conduct and ComplianceProgram are attached

Authorized Signature:

Name and Title of Signatory:

Name of Consultant:

Address:

MEMORANDUM (Format 2)

(Regulation 99(2) of the Public Procurement (Selection and Employment ofConsultants) Regulations, 2005 - Government Notice No. 98 of 15th April, 2005

I _____________________ (name of consultant) have issued, for thepurposes of this proposal, a Compliance Program copy attached -which includes all reasonable steps necessary to assure that Iwill comply to the No-bribery commitment given in this statement,as well as by all third parties working with me on the publicsector projects or contract including agents, consultants,consortium partners, subcontractors and suppliers')"

Authorized Signature:

Name and Title of Signatory:

Name of Consultant:

Address:

Composition of a Consultancy Report A typical consulting report should consist of the following important sections:

a) the cover page – contains the name of the client at the top of the page followed by the name of the assignment, the names of the consultants and the date.

b) Table of contents –indicating topics and subtopics in the report and where to be found in the report thus making it easier for the client to locate and read the topics of interest

c) Acknowledgement –in this section, the consultant may want tothank the client for availing them the opportunity to participate in the assignment and share their ideas with theclient. They may also thank their company for the trust it had on them. Furthermore, recognize the role and support received from individuals in the client system, the respondents and any individuals.

d) An executive summary –this touches on the most critical issues for management to know . the summary should be briefly stating when and why the assignment undertaken, the terms of reference, how data was collected and analyzed, findings and recommendations

e) Introduction – this section should cover such subtopics as when and how the assignment was undertaken, the work plan, re-statement of the tor, and re-statement of the expected outputs.

f) The study methodology –this section covers in detail how data was collected ( the consultant should talk about the different methods used such as focus group interviews and discussions, questionnaires, literature review, observations, transact walk etc), scope of the study, how data was analyzed and a brief statement on limitations if any.

g) Findings and discussions –this section should attempt to answer in sufficient details, the tor as contained in the contract. The first task of the consultant after collecting information is to analyze the data using the appropriate tools. This should be followed by a detailed discussion on findings, that is what data analysis has revealed. Comments and conclusions are then made as appropriate.

h) Major conclusions and recommendations –summarize the major issues from the analysis, make conclusive statements and

then recommend appropriate actions to be taken by the clientto fix the problem.

i) Annexes – contains data and information that is not so critical to the client but can be referred to if he is interested and has time. It includes the work plan, the tor,data collection instruments, and any other bulky informationas may be necessary.

Review questions1. Distinguish between a technical proposal and financial

proposal2. It is often argued that entry phase in the consulting

process is critical. Clearly discuss this statement.3. Differentiate the role of the consultant from that of the

client in the consulting process4. What do you understand by a ‘consulting contract’? why

should a consultant enter into a signed contract before embarking on the execution of the assignment?