Opening: Tell Us About Your Program Moment

• What triggered you to explore a community-based delivery partner right now? Options: New RFP / funding cycle, Performance issues with current provider, Internal strategic shift, Foundation interest or matching grant, Other
• Who on your team is owning the decision process for this opportunity, and how involved will program, procurement, and finance each be?
• How firm is your preferred start date and why is that timing important? Options: Fixed and critical, Target window but flexible, Soft target, No timeline yet
• If you had to pick one single worry about the upcoming procurement or award, what would it be?
• Which stakeholders outside your immediate team must feel confident before a contract is signed (e.g., county exec, board, funders)? Options: County leadership, Procurement office, Foundation board/officers, Finance/audit, Community advisory groups, Other
• How do you prefer we surface information during discovery so it’s easiest for you to share with those stakeholders? Options: Written brief / one-pager, Slide summary, Data extracts / dashboards, Recorded walkthrough, Live workshop

Are We Solving the Right Problem?

• What if the problem you asked us to solve isn’t the root cause—what would you be most concerned we’re overlooking?
• Who exactly is the intended client population (eligibility, geography, referral sources), and how well does that match the population you see failing in current programs?
• What evidence do you have that the barriers are systemic (e.g., paperwork, trust, transportation) versus episodic or seasonal? Options: Strong evidence / data, Some indicators but anecdotal, Mostly anecdotal, Not sure
• When clients fall through the cracks today, what is the most common failure—slow intake, churn after intake, benefit denial, or something else? Options: Slow intake / backlog, High churn / drop-off, Documentation/legal denials, Insufficient follow-up, Other
• Tell us about a recent client story that shows what success would look like—and what failure felt like—for your team.
• How much do political or reputational factors shape which fixes are allowed vs. which fixes are practical? Options: Very influential, Somewhat influential, Rarely influential, Not influential

Who Really Decides—and What 'Good' Looks Like?

• If your approval process had a blind spot, where do you think it most often underestimates risk or overestimates impact?
• List the people or bodies who must sign off (name or role), and for each, what outcome or proof would convince them?
• Which approval gate is most likely to delay or block the award: procurement scoring, budget sign-off, legal review, or external board approval? Options: Procurement scoring, Budget / finance, Legal / contracts, Board / funder, Other
• What does ‘good’ look like for you at 6 months and at 12 months? Please be specific (enrollment numbers, stability rate, cost metrics).
• How would you rank trade-offs between rapid enrollment, tight cost-per-outcome, and rigorous verification (1 highest to 3 lowest)? Options: Enrollment first, Cost-efficiency first, Verification / evaluation first
• Are there external timelines (e.g., fiscal year close, grant reporting) that could force an accelerated or delayed launch? Options: Yes—accelerated, Yes—delayed, No fixed external timeline, Not sure

Procurement & Risk: What's Hidden in the Fine Print?

• If the contract language or procurement rules were the main barrier, what clause or requirement would you remove or change tomorrow?
• Which procurement vehicle are you using or planning to use (RFP, RFQ, sole-source, grant agreement)? Options: RFP / competitive, RFQ, Sole-source / direct award, Grant agreement, Other / hybrid
• What are the mandatory audit, insurance, or financial reporting requirements we must meet to be eligible?
• Do you require audited financials, single audit compliance, or other capacity checks? If yes, for which fiscal years? Options: Audited financials, Single audit compliance, Bank references, No formal audits required, Other
• How are payment milestones tied to outcomes versus activity? Please select the structure you prefer. Options: Payments by enrollment / milestones, Payments by verified outcomes, Hybrid (partial milestones + outcomes), Upfront with reconciliation
• What are your biggest legal or compliance worries when contracting with smaller community-based organizations?
• If a budget overrun or audit finding appeared 6 months in, how tolerant would the oversight body be—repair plan, budget reallocation, or termination? Options: Repair plan only, Repair then penalties, Budget reallocation possible, Immediate termination risk

Capacity: Can You Match Enrollment and Stay Stable?

• What if the enrollment numbers we promise aren’t realistic—how would that affect your willingness to award or extend a contract?
• What current caseloads, waitlist sizes, or referral pipelines should we know about to validate initial capacity estimates?
• Which hiring and onboarding timelines are possible for you if the award requires ramping case managers in 30–60 days? Options: 30 days doable, 45 days likely, 60 days likely, Longer than 60 days
• How important is local hiring and staff continuity versus rapid scale through temporary staff? Options: Local hiring and continuity, Mix of local + temp, Rapid scale via temps, Unsure
• How often have similar programs experienced harmful staff turnover in year one, and what caused it? Options: Frequently—funding uncertainty, Occasionally—burnout, Rarely, No experience / unknown
• What supports would make you more confident we can hit enrollment and 12-month stability targets (e.g., referral guarantees, data-sharing, flexible budgets)? Options: Referral guarantees, Flexible payment milestones, Shared data access, Joint outreach campaigns, Other

What Outcome Signals Matter—and How Will They Be Measured?

• What if the outcomes you asked for can’t be reliably verified within 12 months—would you accept proxy or intermediate measures? Options: Yes—proxies allowed, Yes—limited proxies, No—must be final outcomes, Undecided
• Which outcome metrics are non-negotiable for you (select up to three)? Options: 12-month housing stability, 6-month food security, Benefits enrollment rate, Cost-per-outcome threshold, Client satisfaction / trust
• What data sources or verification methods do you trust most—case manager attestations, administrative records, third-party verification, or client self-report? Options: Administrative records, Third-party verification, Case manager attestations, Client self-report, Mixed methods
• How precise must cost-per-outcome calculations be versus allowing a band or tolerance range? Options: Exact calculations required, Accept tolerance band (e.g., ±10%), Use ranges / tiers, Undecided
• Who will own evaluation and reporting—an internal team, an external evaluator, or a shared approach? Options: Internal evaluation, External evaluator, Shared responsibility, Not decided
• If early signals diverge from targets in months 1–3, what corrective actions would you want to see? Options: Increased outreach, Adjust staffing, Modify eligibility, Pause enrollment, Joint rapid improvement plan

Implementation & Readiness: What Will Break on Day 1?

• Which single operational failure would most likely derail launch week—no hires, no data access, intake backlog, or reporting gaps? Options: No hires, Data access failure, Intake backlog, Reporting setup failure, Other
• What specific data access (fields, frequency, permissions) do we need from you before we can reliably report outcomes?
• What intake or referral workflows currently exist that we must plug into, and where do those handoffs typically fail?
• How do you prefer to handle client consent and privacy when we need to share outcome data across partners? Options: Shared consent form, Data use agreement, Limited de-identified extracts, Other
• What training and supervision cadence will you expect for new case managers in the first 90 days? Options: Weekly coaching, Bi-weekly check-ins, Monthly supervision, On-demand support
• If an early audit or monitoring visit happens before month 3, what documentation would you want ready from us? Options: Client files, Payroll & timekeeping, Budget reports, Intake logs, Other

Path to Mutual Commitment: What Would Make You Say Yes?

• If you could write one non-negotiable clause into the first contract, what would it be and why?
• Which payment model makes you most comfortable: milestone-based, outcomes-based holdback, or upfront with reconciliation? Options: Milestone-based, Outcomes-based holdback, Upfront with reconciliation, Hybrid
• What reporting cadence and level of detail will satisfy your oversight without creating unnecessary administrative burden? Options: Weekly high-level, Bi-weekly detailed, Monthly dashboards, Quarterly reports
• Would you consider a pilot or phased award to de-risk scale-up? If yes, what would a meaningful pilot size look like? Options: Yes—small pilot, Yes—moderate pilot, Prefer full award, Undecided
• What escalation path and timeline should we agree to if outcomes fall short or compliance issues appear? Options: 30-day remediation, 60-day plan then review, Immediate pause possible, Flexible case-by-case
• Assuming alignment on scope and terms, what are the three next actions you would expect from us to keep momentum?

Getting Oriented — A Quick Check

• What type of buyer are you in this procurement—county agency, foundation, joint funder, or another entity? Options: County human services department, Local foundation, Joint county + foundation partnership, State agency, Other (please specify)
• What is the primary funding source for this opportunity (local budget, state pass-through, federal grant, private funder)? Options: Local county budget, State grant/pass-through, Federal grant (federal rules apply), Private foundation, Mixed/Blended funds, Other (please specify)
• What is the anticipated award timeline from release to decision? Options: < 1 month, 1–2 months, 2–3 months, 3–6 months, > 6 months
• Who will be our primary procurement contact on your side? Please list role/title and best contact method.
• Is a single prime award expected, or will you allow/co-designate subcontracting/consortia? Options: Single prime only, Prime with approved subcontracting, Open to consortia/partners, Undecided
• Which of the following procurement vehicles will likely be used? Options: Competitive RFP, Request for Qualifications (RFQ), Sole source/exception, Mini-grant/conditional award, Grant agreement (foundation style), Other

Are We Asking the Right Questions About Risk?

• If I told you procurement risk is more often about cash flow and documentation than program design, would that change how you evaluate providers? Options: Yes — significantly, Somewhat, Not really, Unsure
• Which procurement or compliance failures worry you most right now (pick top three)? Options: Missed deliverables/enrollment, Billing irregularities, Audit findings/unallowable costs, Noncompliance with procurement rules, Data/privacy breaches, Subrecipient management failures, Other
• Can you share a recent example where procurement or risk issues derailed an otherwise strong program—what happened and why did it matter?
• How does past vendor performance (including smaller local partners) influence current shortlisting—do one-off audit findings exclude an applicant, or is there room for remediation? Options: Audit findings exclude, Remediation possible with conditions, Consider on a case-by-case basis, Prefer partners with clean history but open to explanations
• How emotionally tolerable are small, early mistakes (e.g., billing timing issues) versus structural failures (e.g., misuse of funds) for your approval stakeholders? Options: Small mistakes tolerated if fixed quickly, Small mistakes are concerning, Only structural failures matter, All mistakes are highly concerning

What Rules Will Actually Decide This?

• Are there non-negotiable procurement rules or local ordinances (e.g., local hire, buy-local, minority-owned vendor preference) that will change who can win? Options: Yes — local preference required, Yes — minority/WBE/MBE requirement, No special local requirements, Unsure / need to check
• What documentation is mandatory at submission (select all that apply)? Options: W-9/TIN, Current audited financials, Most recent compiled financial statements, Certificate of insurance, Proof of non-profit status (501c3), SAM.gov/DUNS or unique vendor ID, Conflict of interest disclosure, Board/leadership bios, Other (please specify)
• Are there explicit thresholds that trigger different procurement processes (e.g., > $100k requires formal RFP, > $750k requires single audit)? If yes, list thresholds and consequences.
• Do you require vendor registration, prequalification, or a vendor lock-step process (e.g., registration before proposal submission)? Options: Yes — registration required before submission, Registration required after award, No registration required, Undecided
• Do procurement scoring criteria include financial health or only programmatic merit? If financial health is scored, how much weight is given? Options: Financial health scored — high weight (>30%), Financial health scored — moderate (10–30%), Financial health scored — low (<10%), Financial not scored, only programmatic
• Are sole-source or emergency procurement pathways available, and under what conditions would you consider them? Options: Yes — clear emergency criteria, Yes — with strict justification, No — competitive only, Unsure

Money, Cash Flow, and the Realities of Funding

• If cash flow problems surfaced mid-contract, what remedies would you consider before terminating a contract? Options: Payment advances/bridging funds, Holdbacks/reduced payments, Technical assistance to fix billing, Contract amendment with revised milestones, Termination
• Which payment model do you intend to use for this opportunity? Options: Cost-reimbursement (monthly invoicing), Fixed-price per cohort/enrollment, Milestone payments tied to outcomes, Advances + reconciliation, Hybrid model
• Are advances or up-front payments allowed to help ramp staffing, or must providers operate on reimbursement-only terms? Options: Advances allowed, Partial advance allowed, Reimbursement-only, Case-by-case
• What minimum financial documentation must an applicant provide to show sufficient capacity (pick all that apply)? Options: 3 months cash flow projection, Most recent audit, Balance sheet & P&L for last 2 years, Budget vs actual for existing program, Line of credit proof, Organizational reserves statement
• Is there a required minimum of operating reserves or months of cash on hand for awardees? If so, what is the threshold? Options: No minimum, 1–2 months, 3–6 months, > 6 months, Unsure / variable by award size
• How do you assess indirect costs—do you permit federally negotiated indirect rates, capped percentages, or require itemized direct costs only? Options: Allow federally negotiated rate, Set a fixed indirect cost cap, Require itemized direct costs only, Allow de minimis rate (10%), Other

Audit, Compliance, and Paperwork That Breaks Deals

• If a single audit or external audit is triggered, who covers the audit costs and how are corrective actions managed? Options: Buyer covers audit costs, Provider covers audit costs, Costs negotiated case-by-case, Unsure / varies by funding
• How often will the buyer conduct monitoring visits or compliance reviews (pick all that apply)? Options: Quarterly desk reviews, Quarterly site visits, Biannual reviews, Annual audit only, Ad-hoc based on risk triggers
• What specific data retention, documentation, and evidence will be required to support audits (e.g., intake forms, signed consent, payment receipts)? Options: Intake forms & case notes, Enrollment verification documents, Payment receipts & vouchers, Time sheets & payroll records, Data sharing logs, Other (please list)
• Have previous audits of similar awards revealed recurring findings (e.g., unsupported expenses, eligibility errors)? If yes, list the top two findings and how you expect providers to mitigate them.
• What are the consequences for audit findings—requirement to return funds, corrective action plan, withheld payments, or other remedies? Options: Return funds, Corrective action plan with monitoring, Withheld payments until fixed, Contract termination, Penalties/fines, Other
• Do you expect providers to carry specific insurance (general liability, professional liability, workers comp, auto)? Please specify minimum limits if known. Options: General liability, Professional liability (E&O), Workers' compensation, Auto liability, Fidelity/crime bond, No specific insurance required, Other (please specify)

Who Holds the Keys — Approvals, Gates, and Political Factors

• Who has final contracting authority for this award—procurement director, county board, foundation board, or delegated officer? Options: Procurement/finance director, County board/commission, Foundation executive/board, Delegated program officer, Other
• Which internal or external committees will need to approve exceptions, contracts, or significant amendments? Options: Procurement committee, Finance/audit committee, Program steering committee, Legal counsel review, Elected official sign-off, Other
• Are there community or political stakeholders whose views can override technical recommendations? If so, who are they and how are their concerns usually surfaced?
• Will procurement decisions be published publicly (e.g., public posting of award, protest period)? Options: Yes — full public posting & protest period, Yes — limited posting, No public posting, Undecided
• Do you require pre-award site visits, community endorsements, or letters of support as part of the approval process? Options: Pre-award site visits required, Letters of support required, Both site visits and letters required, Not required but helpful, Not required
• How politically sensitive is this award—low, medium, or high—and how should vendors surface community relationships and reputational strengths in their proposals? Options: Low sensitivity, Medium sensitivity, High sensitivity

Red Flags, Past Scars, and What Keeps You Up at Night

• What's the single most common reason past awards required expensive remediation or contract termination? Options: Financial mismanagement, Failure to meet enrollment targets, Data/privacy breaches, Procurement violations, Poor subcontractor oversight, Other (please specify)
• When you’ve had to step in mid-contract, what interventions actually helped (e.g., bridge funding, technical assistance, restructured scope)? Options: Bridge funding, Capacity-building TA, Staffing changes, Performance plan with milestones, Contract amendment, Termination
• Describe a small omission in vendor paperwork that later became a major problem—what was missed and how could it have been caught earlier?
• How comfortable are you with conditional awards—awarding with immediate requirements (e.g., provide audit, secure insurance) before final contracting? Options: Very comfortable, Somewhat comfortable, Prefer full compliance before award, Unsure
• Which of the following would reduce your anxiety about awarding to a smaller local provider? Options: Shorter contract term with renewal, Performance milestones with staged payments, Capacity-building funds included, Stronger reporting/monitoring cadence, Joint fiscal sponsorship, Other

If We Built Procurement That Actually Enables Results

• Imagine a contracting approach that balances rigor with flexibility—what three contract features would make you most confident in awarding to a local provider?
• Would you be open to pilot or phased awards (smaller initial award with scale contingent on performance) as a way to manage risk? Options: Yes — pilot/phase strongly preferred, Yes — open to pilots in some cases, No — prefer full award upfront, Unsure
• How valuable would a formalized capacity-assessment and remediation plan be in the RFP process (e.g., identify gaps pre-award and fund fixes)? Options: Very valuable, Somewhat valuable, Not valuable, Unsure
• What evidence would reassure you that a small community provider can manage funds responsibly (pick all that apply)? Options: Recent clean audit, Dedicated finance staff, Bank reference/line of credit, Partner fiscal sponsor, Demonstrated prior government contracting, Robust internal controls manual
• Are you open to alternative assurance mechanisms (e.g., escrow accounts, partial holdbacks, or third-party fiscal agents) to bridge trust gaps? Options: Yes — open, Possibly with conditions, No

Practical Next Steps — How We Can Reduce Risk Together

• Which of these pre-award actions would you be willing to take to lower contracting risk? Options: Offer a short-term bridge advance, Require but fund a corrective action plan, Provide a bidder Q&A and pre-proposal workshop, Allow provisional award pending documents, Offer a fiscal sponsorship option
• If we prepare a vendor readiness packet, which items should be prioritized to accelerate contracting? Options: Template insurance certificates, Sample invoicing format, Evidence checklist for audits, Standard data sharing agreement, Background-check form templates
• Who should we follow up with to resolve gray-area questions about procurement thresholds and exceptions? Please list role/title and preferred contact information.
• What would a minimal viable set of contractual terms look like to you—basic deliverables, payment cadence, reporting frequency, and an agreed escalation path?
• How soon can you share a draft scope or procurement checklist so we can map our internal capabilities and avoid surprises at contract stage? Options: Within 1 week, 1–2 weeks, 2–4 weeks, Longer than a month, Unsure

Quick Grounding: What's Most Important to You Right Now?

• Which stakeholders should we name now so we build readiness to their needs (select all that apply and add names/roles below)? Options: County program manager, County procurement officer, County IT/data lead, County finance/audit, Foundation program officer, Foundation grants manager, Foundation board chair, Other — add name/role
• Who is your primary point person for day-to-day decisions once the program moves into deployment? Please include name, title, and best contact method.
• What is the single outcome that, if achieved in the first 90 days, would make you call the launch a success? Options: Target intake volume met, Data pipeline verified, Hiring complete for key roles, No critical audit findings, Client satisfaction above threshold, Other
• How confident do you feel about the current timeline for launch? Options: Very confident, Somewhat confident, Uncertain, Not confident
• Briefly describe a recent launch (yours or a peer's) that felt smooth — what made it feel that way?

If We Launched Tomorrow, What Would Break?

• What’s the most fragile element in your current readiness picture — the thing you worry will fail first if pressured? Options: Staffing capacity, Data access/authentication, Eligibility verification, Funding disbursement process, Reporting infrastructure, Other
• How long has that fragility been present and what have you done to mitigate it so far?
• When that element fails, what is the typical downstream consequence for clients and for program timelines?
• Who usually ends up owning the fix (title/office) when this kind of failure happens? Options: Program manager, Procurement, IT/data, Finance, Foundation liaison, Other
• If we identify this failure during the first 30 days, what decision options will you consider (pause, pivot, fund additional resources, escalate)? Options: Pause intake, Pivot process, Provide bridge funding/staff, Escalate to executive leadership, Accept temporary performance dip

Who Holds the Keys — Hidden Approval Gates and Quiet No's

• Which single approval step is most likely to delay or derail launch, even if everything else is ready? Options: Procurement compliance review, Board approval, IT security sign-off, Finance/audit clearance, Legal contract review, Other
• Are there fixed meeting cycles (board, committee, procurement panel) that dictate when decisions can be made? Please list cadence and next available dates.
• What are the financial thresholds that trigger enhanced review (e.g., >$X requires audit approval or >Y requires board sign-off)? Options: <$50k, $50k–$250k, $250k–$1M, >$1M, Varies by funder
• How much flexibility does procurement allow for accelerating vendor onboarding for community-based organizations? Options: Full flexibility (expedited pathways), Limited exceptions with justification, No flexibility — strict timelines, Unsure
• If an approval is late, what interim authorities exist to keep essential actions moving? Options: Program manager temporary approval, Procurement delegated authority, Bridge funding approval, No interim authority, Other

Data: Can We Actually See the Signals That Matter?

• If you had to name the single dataset we must access on day one to validate enrollments, what is it and why?
• What data sources will we need to connect to (select all that apply)? Options: County eligibility system, State benefits database, HMIS/housing registry, Health records/clinic data, Local shelter/provider lists, Other
• What level of access will be granted (view-only, extracts, direct API) and what approvals are required to get it? Options: View-only dashboards, Scheduled data extracts, Direct API integration, On-site secure access, Not yet determined
• Are there specific privacy or consent constraints (e.g., HIPAA, state privacy laws, client opt-ins) that will change how we collect or store data? Options: HIPAA, State privacy statute, Local confidentiality agreements, Client opt-in required, No special constraints, Unsure
• How long does your typical data-sharing agreement/DSA process take today from draft to signatures? Options: <2 weeks, 2–4 weeks, 1–2 months, 2+ months, Varies widely
• If API or automated feeds are not available, what manual alternative would you accept for the first 60 days? Options: Daily secure CSV uploads, Weekly reconciliations, On-demand extracts, Paper verification, Other

Hiring & Staffing: Will There Be Bodies Where We Need Them?

• How certain are you that the roles we will need (case managers, intake specialists, data leads) can be hired and cleared within your ramp timeline? Options: Very certain, Somewhat certain, Uncertain, Not possible within timeline
• What hiring hurdles typically slow you down (background checks, credentialing, HR approvals, union rules)? Options: Criminal background checks, Credential verification, Salary band approvals, Union/collective bargaining, HR posting timelines, Other
• Do you expect to allow temporary staff or contractors during the first 60 days? If so, what limitations exist? Options: Yes — full temp use allowed, Yes — limited to X months, No — only permanent hires, Unsure
• What local hiring preferences or targets must we meet (e.g., hires from target neighborhoods, lived-experience requirements)? Options: Local hires prioritized, Lived-experience prioritized, Diversity targets, No local preference, Other
• How will hiring delays be handled contractually — are there agreed remedies, milestone shifts, or contingency staffing budgets? Options: Milestone date shift, Contingency budget use, Performance penalty, Negotiated remedy case-by-case, No provisions

Intake and Turnstiles: Where Do Clients Actually Enter?

• What is the current primary intake pathway you want to preserve or replace (phone hotline, online form, in-person, referrals)? Options: Phone hotline, Online form/portal, In-person at centers, Provider referrals, Multi-channel hybrid
• Where do you see the biggest enrollment drop-off today — eligibility verification, documentation collection, scheduling, or something else? Options: Eligibility verification, Documentation collection, Scheduling/appointments, Transportation/language barriers, Client trust/engagement
• What proof of eligibility is absolutely required at intake and how long does typical verification take? Options: Photo ID, Proof of residence, Proof of income, Benefit letters, Other
• How important is a same-day intake option for your population, and what would need to change to make same-day processing possible? Options: Critical — must offer same-day, Nice-to-have, Not necessary, Unsure
• If language, transportation, or tech access are barriers, which supports will you commit to fund or provide? Options: Interpreter services, Transport vouchers, Device/internet access, Community outreach staff, No supports available
• How will clients be routed between urgent needs vs. prevention services — who triages and how are priorities decided? Options: Central triage team, Referring agency triage, Automated ruleset, On-site caseworker decision, Other

Risk Controls & Audit: What's Your Comfort Level with Flexibility?

• Which single audit finding from prior programs would you least want to repeat here? Options: Ineligible expense, Missing documentation, Data inconsistency, Procurement non-compliance, Unauthorized subcontracting, Other
• What documentation will you require for client payments or assistance (receipts, case notes, signed attestations) and are any exceptions allowed? Options: Receipts required, Signed attestations accepted, Case notes plus partial docs, Exceptions allowed with approvals, Other
• Are there pre-approved internal controls or templates (cash handling, subaward monitoring) we must use, or can we propose our own? Options: Must use pre-approved templates, Can propose ours with review, Hybrid approach, Undecided
• What insurance, bonding, or indemnity levels are contractually required before any funds flow? Options: General liability, Professional liability, Fidelity bond, Cybersecurity insurance, No specific requirement listed, Other
• If an audit finds a recoverable expense, what is your typical remediation path (repay, offset, corrective plan)? Options: Repayment from provider, Offset future payments, Corrective action plan, Negotiate case-by-case, Other

Success Signals: What Early Signs Will Make You Breathe Easy?

• If you had a dashboard for the first 30 days, which three metrics would you check every morning? Options: New intakes, Completed verifications, Time-to-enroll, Active caseload by site, Data sync success rate, Other
• What minimum intake volume in week one would give you confidence we're on track (absolute number or percent of target)?
• How much data lag (hours/days) is acceptable between action taken in the field and what shows on your reports? Options: Real-time (<1 hour), Same day, 24–48 hours, Weekly
• If early KPIs miss targets by X%, what immediate action would you prefer (investigate, add staff, tweak process, pause enrollment)? Options: Investigate root cause, Add temporary staff, Tweak intake process, Pause certain referrals, Other
• How should we surface qualitative early warning signs (client complaints, staff burnout) alongside quantitative metrics? Options: Weekly qualitative check-ins, Incident reporting form, Client satisfaction surveys, On-site supervision reviews, Other

Escalation & Partnership Rhythm: How Will We Stay Aligned?

• When a launch issue cannot be resolved at the program level, who has the authority to make binding decisions quickly? Options: Program manager, County executive/commissioner, Procurement director, Foundation leadership, Joint escalation committee
• What cadence of meetings would you want during ramp (daily stand-up, twice weekly, weekly, biweekly)? Options: Daily stand-up, Twice weekly, Weekly, Biweekly, Monthly
• Which communication channels do you prefer for urgent issues vs. routine updates? Options: Phone/SMS for urgent, Email for routine, Shared Slack/Microsoft Teams channel, Project management tool (Asana/Smartsheet), Other
• What are reasonable SLAs for decisions that unblock operations (e.g., approvals, access requests)? Options: Same day, 48 hours, 3–5 business days, Depends on complexity
• How would you prefer we document and agree on small operational changes during the first 90 days? Options: Change log with sign-off, Email approvals, Weekly change-review meeting, Project tracker with comments, Other

Red Lines and Tradeoffs: What Won't Bend — And What Can?

• Which contractual terms are absolute deal-breakers for you (select all that apply)? Options: Audit access, Client confidentiality protections, Timely deliverables, Financial reporting cadence, Insurance/indemnity clauses, Other
• Which areas are you willing to be flexible on if it speeds client access (select all that apply)? Options: Documentation strictness, Payment milestone timing, Hiring timelines, Reporting frequency, Scope of services
• If we propose a short-term deviation from contract terms to prevent service interruption, what governance do you want around that exception? Options: Pre-authorized contingency approvals, Emergency executive sign-off, Joint written agreement, No exceptions allowed, Other
• Thinking emotionally: what would make you feel uneasy even if metrics look good (examples: community complaints, staff turnover, data oddities)?
• What is one concession you would ask from the provider in exchange for granting a fast-tracked launch?

Getting Comfortable — A Short Program Snapshot

• What is the program or funding opportunity you’re exploring right now (name, brief purpose)?
• What triggered this opportunity—new funding cycle, RFP, performance review, or something else? Options: New funding cycle, Published RFP, Performance review of current provider, Foundation initiative, Other
• Who is leading the evaluation or solicitation on your side (title/role), and who owns the final yes/no? Options: County program manager, County procurement office, Foundation program officer, Board committee, Other
• What primary outcomes are you trying to achieve with this program in one sentence?
• What is the expected decision timeline from RFP to award to launch? Options: < 30 days, 30–60 days, 61–90 days, > 90 days, TBD

Is the Status Quo Actually Working (Be Honest)?

• When you look at current provider performance, what’s one outcome or metric that clearly isn’t meeting expectations?
• How does that shortfall show up day-to-day for staff, clients, or decision-makers?
• How long have you been tolerating this gap before taking action? Options: Months, 1–2 years, 3–5 years, More than 5 years
• What would change internally if enrollment or outcomes improved to the level you want?
• Which of these frustrations feels most urgent to fix right now? Options: Low enrollment, High cost per successful outcome, Poor participant satisfaction, Inconsistent reporting, Contractual noncompliance

Who Holds the Keys — Decision Roles and Hidden Priorities

• If one person could singlehandedly block an award, who is it and why would they block it?
• List the formal approval gates (procurement, board, budget office, grant committee) and timelines for each.
• Which stakeholders care most about program reach vs. which care most about financial risk? (select all that apply) Options: Program office - reach, Procurement - risk, Finance - risk, Foundation - mission alignment, Board - reputation
• What political or reputational sensitivities should a proposing organization be aware of?
• How do you prefer vendors surface evidence that directly addresses each decision-maker’s top concern? Options: Executive summary for board, Detailed financial packet, Outcome dashboards, Site visits, References and case studies

Procurement and Audit Reality Check — The Rules That Decide Winners

• What single procurement requirement is most likely to eliminate eligible community partners before you even read proposals?
• Which procurement model will you use for this award (open RFP, competitive grant, sole source, request for qualifications, other)? Options: Open RFP, Competitive grant, Sole source, RFQ/shortlist, Other
• What financial documents or audit history must applicants provide, and how recent must they be? Options: Last audited financials, Single audit (A-133) if applicable, Quarterly financials, Bank references, Other
• Are there pre-qualification thresholds (insurance, DUNS/UEI, indirect rate caps, SAM.gov registration) that disqualify applicants? Options: Insurance requirements, Active SAM registration/UEI, Maximum indirect cost rate, Minimum operating history, Other
• How tolerant is procurement for creative payment models (e.g., milestone-based or pay-for-performance)? Options: Very tolerant, Somewhat tolerant, Neutral, Not tolerant

Outcomes That Matter — Who Counts, What Counts, and Why

• Which single outcome would you celebrate publicly if achieved (housing stability, families off waitlists, benefits access, food security)? Options: Housing stability at 12 months, Reduced emergency shelter use, Sustained benefits enrollment, Reduced food insecurity, Other
• What are your enrollment targets and acceptable ranges for the first 12 months?
• What cost-per-outcome threshold would make a proposal competitive versus in-house delivery or regional partners? Options: Strongly below benchmark, Slightly below benchmark, Benchmark-equivalent, Slightly above but justified, Not acceptable
• How do you define a successful outcome at 6 months and at 12 months—what indicators must be present?
• Which trade-offs are acceptable—higher short-term cost for longer-term stability, or lower cost with less depth of service? Options: Prefer longer-term stability, Prefer lower short-term cost, Open to hybrid approaches, Undecided

What Will It Take Operationally — If This Is Awarded To You

• If awarded, what is the realistic ramp-up time to serve the stated enrollment (staffing, space, IT)? Options: < 30 days, 30–60 days, 61–90 days, > 90 days
• If enrollment doubled immediately, which operational area would first show strain (intake, case management, reporting, finances)? Options: Intake workflows, Case management capacity, Data/reporting, Billing and finance, Other
• Describe the intake pathway you expect vendors to use and any mandatory data elements you need captured at first contact.
• What staffing model do you prefer—embedded community case managers, centralized intake, or hybrid—and why? Options: Embedded/community-based, Centralized intake, Hybrid model, No preference
• What reporting cadence and format will you require (monthly dashboard, quarterly narrative, outcome files), and which is non-negotiable? Options: Monthly dashboard, Quarterly outcome report, Ad hoc data extracts, Annual evaluation, Other

Evidence and Data — Will the Numbers Hold Up?

• How confident are you that available administrative data will show true impact rather than activity alone? Options: Very confident, Somewhat confident, Skeptical, Not confident
• What data sharing agreements, privacy protections, or MOU elements must be in place before launch?
• Which outcome measures require third-party validation or evaluator sign-off? Options: Housing stability verification, Benefit enrollment confirmation, Income verification, Self-reported well-being, None
• What lag time between service delivery and measurable outcomes are you prepared to accept? Options: Immediate/30 days, 60–90 days, 6 months, 12 months, Longer
• What early warning signals would you want to see in the first 60 days to feel the program is on track?

What Would Make You Say Yes — Contracts, Payments, and Red Lines

• Name one contractual term that would automatically disqualify an otherwise strong provider.
• Are you open to milestone-based payments tied to verified enrollments or outcomes? Options: Yes, open, Maybe with safeguards, Prefer fixed payments, Not open
• How much flexibility can be granted on reporting format or cadence during the first contract year to allow the provider to stabilize operations? Options: Full flexibility, Limited flexibility (defined period), No flexibility, Undecided
• What audit or monitoring frequency will you require (monthly spot checks, quarterly audit, annual audit)? Options: Monthly spot checks, Quarterly monitoring, Biannual audit, Annual audit, Other
• How should risk and responsibilities be shared—are you willing to accept higher vendor risk in exchange for better outcomes? Options: Yes, share more risk with vendor, Prefer balanced risk, No, agency bears most risk, Unsure

Next Steps — Small Tests, Clear Milestones, and Who’s Needed

• What would a minimally viable pilot look like for you (size, duration, key metrics)?
• Which stakeholders must be present for a decision to move from shortlisting to award, and when can they meet?
• What documentation would you like from us next—staff resumes, site visit, data extracts, draft MOUs? Options: Staff resumes and org chart, Historic outcome data, Site visit/demo, Draft budget and milestones, Draft MOU/contract
• Realistically, when would you be willing to commit to a pilot or contract if the proposal meets your criteria? Options: Immediately, Within 30 days, 30–60 days, 60–90 days, Longer
• Who should we schedule for a 30-minute follow-up to review a tailored proposal and what would you want on that agenda?