Consulting services can be categorized into three broad areas: 1) focused attention on a subject in cases where in-house staff do not have the right combination of time and skills, 2) specific expertise in a subject area, and 3) creative observations and analysis concerning some problem.

Consulting skills, then, are of two types: 1) expertise, or specific knowledge gained through specialized training and experience, and 2) the ability to deliver original, creative insight and perspective regarding a particular problem and its solution. In some situations, specific expertise is absolutely critical to answering the key questions. For most research and analytical issues affecting economic and community development, however, the latter skill is generally more crucial to an appropriate resolution. A consultant with a broad general knowledge base is more likely to grasp the significance of the whole context of the problem being addressed.

A consultant’s professionalism is another important dimension. The consultant has the advantage of arm’s-length objectivity. Through experience the generalist has seen most examples of why organizations benefit from an outside look at problems, and from having an "outsider" make recommendations that may be unpopular to some. An experienced consultant knows how to integrate solutions into existing operational frameworks as well as general policy. But the most important professional trait is the commitment – personal as much as contractual – to meet the challenge of the assignment in the most efficient, cost-effective and thorough manner possible.

The present level of communication technology greatly facilitates client-consultant and also consultant-consultant communications over long distances. This advantage comes into play during the competitive bidding process as well, when teleconferencing can replace the need for face-to-face interviews, and allow the screening of more-distant consultants when project budgets do not warrant a non-expensed trip by the consultant.

Also, when working with a small firm, clients should not hesitate to consider sole-sourcing small projects that focus incrementally on critical issues. It is generally easier for a small firm to be responsive to such assignments, partly because in such firms the principals are usually directly involved in designing and conducting the study. In some cases small projects can extract the highest level of consultants’ value, i.e. the creative process directed to scoping an issue and specifying the means of addressing it.