"Through time, certain expertise has become much more specialized, and the architect has become more of a generalist in terms of the building itself," agrees Steven Turckes, AIA, REFP, LEED AP, principal at Chicago-based Perkins+Will.

Some of the specialization is understandable, Turckes explains: The complexities of modern mechanical systems, audio visual equipment and technology infrastructure require a lot of expertise in and of themselves. "As buildings have become more complex, these specialties have arisen. Good or bad, it's the way things work now."

As a result, architects hire consultants for projects requiring expertise that they don't have in-house. Two basic and common consultants include structural and HVAC engineers. Others may include civil, traffic; environmental, and acoustical engineers; landscape architects; technology gurus; cost estimators; and theater, pool, food service, and security consultants.

A newcomer on the specialist block is the LEED-certified architect. "It's a big part of our practice," says Turckes. "It is somewhat specialized but most architects are not hiring sustainability consultants; they're doing it in-house." He explains that LEED certification is part and parcel of designing a building, and all consultants for a sustainable building work together to ensure all systems are integrated and thought about.

Ultimately, the kind of consultants that are hired for a project depends on the complexity of the project and the expertise that resides within any given firm. "From our viewpoint, our core specialty is in design, and includes interiors, planning and programming," notes Turckes. His firm does not have HVAC or civil engineering or landscape expertise.

"You'd Better Get a Job"

So, if your architect says he needs to hire some consultants to help complete your project, how are you to know for sure that he will hire well?

An architect should have experience and take care in hiring consultants because, if a consultant is hired who doesn't solve the problem, time and money are lost. Lappano recommends that architects do their homework: "Otherwise, the results are going to be tragic." Lappano should know, prior to working for an engineering firm, he worked as a facilities director for one of the fastest-growing school districts in Pennsylvania.

Similarly, an architect can't choose a consultant from the phonebook. It simply isn't that easy. "You have to specify the problem to be solved and define the scope of services needed," says Lappano.

The architect should interview a number of consultants. "It's not a bidding process," explains Lappano, "it's a professional service." The interview should be thorough to get a complete understanding of the consultant's expertise and cost. Then, the architect can choose the consultant who has the most experience and best fits the challenge at hand.

Administrators should ask their architects if they've worked with the consultant on other projects.

Finally, beware of hiring the best of the best. "There's a tendency to want an elite consultant for an average project," says Cruz. Later, there may be great anxiety when there's a misunderstanding about what the consultant was accomplishing or how much he was paid. "Just because you can go to the top tier doesn't necessarily mean it's appropriate for that specific facility," he stresses.

They Work Hard for Their Money

School administrators know that money for renovation or new construction is precious and that they must be good stewards of any and all funds received. So, it's understandable that they would be hesitant to initially agree when their architect suggests hiring a consultant or five. After all, can't the architect handle the problem so that there's money for other amenities?

If the architect has suggested hiring a consultant, it's precisely because he doesn't have the in-house expertise.

And, if he doesn't have it, he can't develop it well and affordably in the short term.

Enter the consultant. Consultants can be paid on an hourly rate or in the case of structural or mechanical consultants, their fee is wrapped into the architects overall fee. Similarly, when the consultant is done, he leaves. "The costs are fixed, and you close the book," Lappano says.

Good consultants are competitive, often looking for new ways of doing business and being cost effective in order to provide a high-quality service at a lesser rate than their competition. If they're not doing that, they're not going to survive.

Just like any purchase, hiring a consultant has a cost/benefit ratio. "If a consultant is truly bringing value to the project, then it's typically something I need to demonstrate to a client," says Turckes. (The exception is more obvious consultants, like structural and HVAC engineers, who don't require any explanation.)

Demonstrating the need for consultants requires a conversation between the school administrator and architect - before any designing is begun. This conversation should include the scope and complexities of the project, and what specific expertise is needed to provide the best possible product.

Fortunately for administrators, and because of their competitive nature, consultants understand that school districts think about schools as long-term investments. The benefit is that consultants are forward thinking, knowing what will happen in the future, and can set school districts up for the future. For example, they'll ensure that administrators aren't replacing technology in five years because there is a new technology that can be plugged into the existing infrastructure. Therefore, if spending more upfront on design and consultant fees saves money in the long run, then it's money well spent, justifies Turckes.

Spending money on consultants doesn't have to be a bitter pill for administrators to swallow. Rather, they can take comfort in knowing that consultants provide valuable expertise with the school district's best interests in mind.

Just as hiring an experienced school architect is critical to ensuring a successful project, so, too, is having the right consultants.