Environmental Consulting

Large companies have more capacity and staff capability for completing larger projects. They often advertise as being a ‘one-stop shop’, where all the project work can be completed by their own company personnel, which may certainly be the case with their private contacts. However, public contacts often require a teaming approach, where a percentage of the project budget be performed by a veteran-owned business, or other historically underutilized business (HUB); these contractual stipulations are known as a ‘set-asides’.

Mid-sized companies may also lead larger projects, although are more inclined to take a teaming approach. Some companies also take more of a team approach, and engage subcontractors (individuals or specialty companies) to perform certain parts of the project that their core staff are not qualified to do. It this arrangement, the team leader and ‘Prime Consultant’ will act as the Project Manager/Administrator and primary point of contact for the Client.

Small companies are better equipped to perform more specialized projects, which have shorter schedules (turnaround time), and require fewer professional disciplines to complete. They often have relationships with Prime Consultants (larger companies) to serve as subcontractors (or meet set-aside requirements) on larger projects. Small companies may also act in the specific role of Project Manager on larger projects.

Independent consultants are often senior-level professionals who have had careers in consulting or other industries, and at some point, decided to venture out on their own. They are usually specialized in a certain discipline, and are able to secure work through their relationships and reputation. Depending on the contract, they may even report to work at their client site. They may also have relationships with Prime Consultants to serve as subcontractors on larger projects.

Our Tips

• Depending on your project needs, location, and budget, you will want to first consider a firm size and compare the services offered.

• If your project will require field work or visits to your office/facility, then you will want to consider using a company with a local presence (i.e., the staff actually performing the work are local). This will minimize your project expenses for consultant travel and lodging.

• Seeking a referral from similar businesses/industries can be a good way to identify a consultant. Although, if you do get a referral, still check to see if the consultant has an online presence, such as a website and LinkedIn page.

• If the consultant website is poorly constructed, has poor functionality, or has incorrect information, this may be an indication of the organizational management.

• If you contact a consultant, and it turns out that they do not perform the work that you need, ask them to refer another consultant.

• If you call the Consultant and leave a detailed message for someone to return your call, and you do not get a call back within a reasonable timeframe (2 business days, or so), then move along to the next Consultant.

• For smaller jobs, the Consultant should be able to get a proposal or quote to you fairly quickly. Try to agree upon a timeframe when you speak with them.

• Ask the Consultant to provide a brochure, Statement of Qualifications, CV/resume, or other documentation of their qualifications and experience; ask about similar projects that they have performed. Depending on your project, you may also ask for references.

• Verify that the Consultant holds the required certifications in order to perform certain work, such as lead, mold, and asbestos related services. Some environmental projects require a Professional Engineer or Professional Geoscientist to perform.

• Make sure that the Consultant carries the level of insurance (Commercial, Professional, Automobile, other) that you or your organization requires to bring on a new contractor/vendor. If you decide to hire them, request their Certificate of Insurance, naming your company as Certificate Holder.

• Always request a written proposal, with a Scope of Work, Schedule, and Cost Estimate. The level of detail needed should be based on the complexity of the project.

• For larger jobs, it is recommended to get at least 3 competitive quotes, if practical. For small jobs, a couple of quotes from reputable companies/Consultants should suffice.

• For a new Consultant relationship, never agree on any work outside of the initial project at hand, and be aware that some consultants may push for contractual agreements for ongoing services. Discussions should be made regarding your exact needs, and outlined in writing by the consultant to ensure an agreed upon scope of work.

• If you decide to hire the Consultant, reference their proposal in your Purchase Order or written authorization to proceed.

• Agree on lines of communication and frequency (e.g., email/call/text, regular meetings, project status reports, etc.).

• Payment terms (Net) should be agreed upon during the contracting stage. Net 30 is common in our industry; this means the full amount is due in 30 days of invoice.

• Avoid up-front payments to the Consultant, unless the project requires significant expenditures (travel, lodging, equipment, etc.) at the start of the project. The proposal should describe any upfront payments.

• Always avoid a demand for cash payments. For independent consultants who are not operating under an entity (LLC, Inc., other), you will want to request that they complete a Form W-9 during the contracting stage, and be prepared to issue them Form 1099 (for tax year) to document payments.

• Make payment to the company/legal entity that you hired (or individual, if 1099), in order to have complete tax transparency.