A good consultant is not only a visionary and advisor, but a great listener. S/he has to be willing to get the lay of the land: what's been done before, what worked, what didn't, why, who was involved, when, where, how, lessons learned. This is critical data.
When I am retained by public or private entities, one of my primary objectives is to understand their operations so I can make meaningful recommendations. Jumping in with a slew of opinions before undergoing that process can be counterproductive, and charging a significant amount of money while wasting client time isn't likely to endear me to them.
I participated in an open forum recently, and many participants offered flourishy ideas which had already been done. A handful of attendees asked questions to gain a better understanding of core mission, demographics, best practices, and resources. The poignant takeaway was that some were there to be right and shine as experts, whereas others wanted to learn and provide effective forward movement.
Redundancy as a general concept has some beneficial application. However, providing information your client already has is tantamount to driving on bald tires — and a flat or blowout is imminent.