As a relatively new consultant, I find myself in a situation that has raised a number of questions in regard to my ability to function effectively. I would appreciate responses from more experienced consultants, and am hoping that a more objective examination by others will either confirm my assessment or put my concerns to rest. Thank you in advance for any insight you can provide.For nearly two years, I have been retained as a full-time grants consultant by a university that was my employer for the prior four years. The change from employee to consultant came about at their suggestion because I was relocating several hours away and the administration did not wish to enter into a telecommuting relationship that would have permitted me to retain employee status and fringe benefits. To accommodate their financial constraints, I set a very low hourly rate for my services. I was able to get the equivalent of a small increase over my salary level as an employee, but had no benefits package or means of affording one. I realize that I should have set my rate significantly higher, but doing so was not an option. My need to relocate outweighed other considerations, and I had not been able to secure other employment that paid enough. I took the necessary steps to establish my business, and for nearly two years have worked offsite and achieved a much greater measure of success than when I worked in the office.
I also occasionally did some freelance work for local nonprofits, but found that opportunities for expanding my business were very limited. Lots of organizations were looking for pro bono grant writing, but few had the money to pay for my services, nor were they in the financial shape required to be successful in their efforts to secure grant funding.
I have enjoyed a great deal of freedom and flexibility with this arrangement, and until recently have been very satisfied except for financial considerations. However, our division was restructured within the last several months and I am now reporting to someone with whom I worked closely years ago at a time when the foundation relations area was very weak.
Under this new arrangement, I was recently told that I cannot communicate directly with the president, but must give my recommendations to my new supervisor, who will relay them to the VP, who will then discuss priorities with the president. This directive was issued as I was in the middle of an e-mail discussion with the president about a specific opportunity, so I know that the request for the change did not originate in the president's office. I was instructed by my VP that if the president responded to my last e-mail, I should forward it to my supervisor rather than responding.
Here are my concerns:
1. Is it accepted practice to list a consultant in an organizational chart of employees?
2. Do consultants typically have a person assigned as their "supervisor" or is this situation a result of my previous employment relationship?
3. Is it common for a consultant to be denied access to the president/CEO of an organization?
4. What problems, if any, could be caused by this turn of events?
5. Am I unduly concerned that this change is likely to render me ineffective in a consulting role?
Again, thank you for any insight or advice that you can provide.
