| This research evaluates uses of professional services consultants by non-metropolitan cities in Northern California and by selected agencies in the region. Fourteen cities with over 15,000 population and nine agencies are analyzed, drawing on interviews with over 70 local governmental managerial staff and on collection and analysis of policies and procedures employed in use of consultants. Case studies of representative projects are developed.;Agency theory and accountability frameworks are the two chief theoretical foundations tested. Characteristic behaviors and attitudes of effective and ineffective consultants, from cities' and agencies' perspectives, are identified and analyzed. These include the following: (1) The contract between the local government (principal) and the consultant (agent) must be clear and specific. (2) Both project managers (governmental and consultant) must have clearly defined responsibilities and effective interpersonal skills. (3) A strong, positive relationship and open, ongoing communications between the two project managers are pivotal to a successful outcome. (4) Both project managers must be empowered to make the project successful and must be held accountable for their specific contractual responsibilities. (5) Successful projects must receive full support and participation from elected officials and staff, from concept through completion. (6) Qualifications-based consultant selection is more successful than fee-based selection. (7) Local governments should consider open-ended contracts with consultants and inclusion of incentives in their consultant contracts. (8) Local governments should provide more approval authority (... |
