Program fit and service capacity

• Roughly how many clients do you expect the program to enroll per month? Options: 0-25, 26-75, 76-150, 151-300, 301+ (likely beyond single community provider capacity)
• Do you require case managers to be community-based (residents or locally hired) or is centralized intake acceptable? Options: Community-based case managers required, Community-based preferred but not required, Centralized intake acceptable, Undecided

Outcomes measurement and cost boundaries

• Are six- and twelve-month outcome reporting requirements specified in the procurement or grant? Options: Yes — both 6- and 12-month required, Only 6-month required, Only 12-month required, Not specified yet, Other
• Is there a capped or expected cost-per-client (or cost-per-successful-outcome) we should be aware of? Options: Yes — capped/max (please specify next), No fixed cap, Undecided
• If there is a capped or expected cost-per-client, what is that amount?

Compliance and procurement constraints

• Which procurement vehicle will govern award decisions for this opportunity? Options: Open RFP/competitive process, Sole-source/direct award, RFQ or other qualification process, Unsure/not decided
• Will the program require access to protected health information (PHI) or statewide eligibility/data systems? Options: Yes — PHI access required, Yes — limited PII or eligibility data only, No, Unsure
• Are there audit, insurance, or grant management conditions (for example single-audit requirements, specific insurance limits, or treasury reporting) we should plan for? Options: Yes — please summarize in next field, No, Unsure
• If yes, please list the key compliance or reporting obligations you expect the seller to meet.

Budget, decision authority, and timeline

• What is the budget source and rough funding range for this opportunity? Options: County/government budget (enter range below), Foundation/private grant (enter range below), Mixed funding (enter range below), Not yet confirmed
• Please state the approximate budget range (annual program amount) or write "TBD" if not confirmed.
• Who signs the final award and who are the other key decision influencers we should include in a discovery conversation? Options: Buyer procurement office signs; program manager influences, Program manager signs; procurement or board approves, Foundation program officer signs; board approves, Other — please specify
• What is the target procurement timeline or required go-live date driving this process? Options: Decision within 30 days, Decision within 60 days, Decision within 90 days, No firm date / rolling

Program snapshot: your goals and timeline

• Tell me briefly what this funding cycle aims to achieve for your community.
• How soon do you expect services to start after award? Options: Within 30 days, 30 to 60 days, 60 to 90 days, More than 90 days, Not yet decided
• When you picture success at 12 months, what specific changes in participant lives are you measuring?
• Walk me through the last time you contracted a community partner, what went well and what surprised you?
• Who on your team will own day-to-day relationship management with the provider? Options: Program manager, Contracts manager, Director level, Shared across roles, Not yet assigned
• Which internal approvals or board steps typically determine final award timing?
• Call out any absolute no-go timelines or minimum budget floors that would stop you from proceeding.

Who exactly are we trying to reach and why it matters

• What single characteristic about the target population makes enrollment hardest for outside providers? Options: Documentation barriers, Language or cultural mismatch, Lack of transportation, Distrust of institutions, Irregular work schedules, Other
• Describe the neighborhoods, referral sources, and service sites that channel people to this program.
• How many eligible clients do you estimate live in the primary service area each month? Options: Under 100, 100 to 300, 300 to 700, 700 to 1,500, Over 1,500
• Who currently reaches those clients most reliably, and why do they succeed?
• If we could improve one barrier to reach, which would move the needle most: transportation, trust, awareness, or paperwork? Options: Transportation, Trust through local staff, Awareness and outreach, Simplified paperwork, Other
• Which referral partners must be engaged for high enrollment within the first 60 days? Options: Health clinics, Shelters and outreach teams, Schools, Legal aid/benefits offices, Faith-based groups, Other

Enrollment mechanics — can we actually hit the numbers?

• What enrollment shortfall would make you pause or cancel the award? Options: 10% below target, 25% below target, 50% below target, Any shortfall is a concern, Depends on cause
• Estimate the number of new enrollments per month your award assumes versus your current baseline.
• Name who will authorize scope or target changes if enrollment falls behind projections. Options: Program manager, Procurement office, Board/committee, Funders jointly, Not yet decided
• Tell me about your referral intake flow today and typical time from referral to first case manager contact.
• Point to the enrollment verification steps that create the longest delays or drop-off. Options: Identity verification, Income proof, Proof of address, Consent forms, Health records, Other
• List your primary referral sources now and which are underutilized.

Staffing and the human side of service delivery

• When staff turnover rises by 10 percent, what breaks first in your service delivery? Options: Enrollment capacity, Follow-up and retention, Reporting timeliness, Quality of casework, Other
• Describe the qualifications and lived experience you require for case managers to build community trust.
• Estimate the time and cost to recruit and onboard one full-time case manager to your program standards. Options: Under 4 weeks, 4 to 8 weeks, 8 to 12 weeks, Over 12 weeks, Cost estimate varies
• List any hiring restrictions or union rules that could limit rapid scaling within 30 to 60 days.
• Identify the role that signs off on background checks and credentialing for new hires. Options: HR lead, Program director, Background screening vendor, Procurement/legal sign-off, Other
• Share a recent example when retention efforts succeeded for a case manager beyond one year, and why they worked.
• Name the single staffing gap that would force you to delay launch. Options: No available case managers, Unclear supervision, Credentialing delays, Insufficient program manager capacity, Other

Measuring what matters, without getting buried in spreadsheets

• If your six-month outcome target were missed by 15 percent, what is the likely internal response? Options: Adjust targets, Extend pilot, Conduct root cause review, Terminate provider, Other
• Itemize the specific outcomes you want tracked at six and twelve months, and mark which are deal-breaking. Options: Housing stability, Food security, Benefits enrollment, Employment or income change, School attendance, Other
• Assess how accessible your historical outcome data is, and who owns permission to share it. Options: Fully accessible, Partially accessible with approvals, Fragmented across systems, Not accessible, Unknown
• Detail the data sources that require integration for outcome verification, and whether APIs or batch feeds are available.
• Share an example of a time your reported outcomes were questioned, and what resolved the issue.
• Identify the single data gap that would prevent you from moving forward with a contract. Options: No baseline outcomes, No client IDs to match records, Inability to verify payments, Missing consent for data sharing, Other

Regulatory, funding rules, and the hidden approvals

• Point out the compliance or audit requirement that typically stalls new awards. Options: State audit requirements, Federal reporting cadence, Local procurement checks, Insurance or bonding gaps, Other
• Provide any funder-specific invoicing, audit, or cost-categorization rules we must follow.
• State the insurance, bonding, or financial review thresholds that trigger extra oversight. Options: $25,000, $50,000, $100,000, Per-funder thresholds vary, None
• Explain how procurement or legal reviews affect the program timeline and who must approve final terms.
• State whether a required compliance item that cannot be met would lead you to consider time-limited waivers, a phased launch, or stop the project. Options: Waiver possible, Phased launch acceptable, Stop the project, Need further discussion

Competitive Landscape — what you're comparing us against

• Inventory the alternatives you are actively considering, including internal options and incumbents. Options: Incumbent provider, National/regional nonprofit, Internal county delivery, New local partner, No decision yet
• Reference the incumbent or prior provider currently managing this program, and what keeps them in place.
• Are any internal staff or departments proposing a do-it-yourself option instead of an external partner? Options: Yes, program staff, Yes, procurement/legal, No internal proposal, Unsure
• Specify the conditions that would have to be true for you to keep the current approach rather than switching providers.
• Show the evaluation criteria that weigh most heavily in your scoring matrix, and where you expect trade-offs. Options: Enrollment capacity, Cost per outcome, Local staffing/embeddedness, Outcome verification, Reporting cadence
• Flag the single proof that would make you rule out external bids in favor of an internal option. Options: Demonstrated savings, Existing capacity to scale, Faster timeline, Political preference, Other

Operational readiness: the facts that must be true before we commit

• Pinpoint the single operational gap that would force a no-go on launch. Options: No data access, No hires available, Facility access blocked, Critical vendor missing, Other
• Catalog the systems that must integrate with the provider for enrollment, outcomes reporting, or referrals, for example your HMIS, benefits portal, scheduling tool.
• Provide the owner for each integration point and whether APIs or batch exports are available.
• Assess the data readiness level for client records, including completeness and recentness of key fields needed for outcome measurement. Options: High: mostly complete, Medium: partial clean-up needed, Low: requires heavy cleaning, Unknown
• Outline the hiring timeline for additional case managers and name the internal approvers for those hires.
• Detail facility or site access constraints we should know about, and who grants keys or badge access.
• Flag whether a missing integration or access on your timeline would be acceptable with a documentation-only pilot, or if that would be a deal breaker. Options: Documentation-only pilot acceptable, Deal breaker without live integration, Depends on which integration, Need to discuss

Decision criteria and next steps that accelerate or stop the deal

• Pinpoint the one metric you would need to see to sign within 30 days. Options: Enrollment target met, Outcome verification at 6 months, Cost per successful outcome, Operational readiness checklist complete, Other
• Map the internal milestones between pilot approval and final contracting that we should plan for.
• Call out the stakeholders who must approve final terms, and who holds budget authority.
• Outline internal barriers that could still delay a full award even if the pilot proves the outcomes you need.
• Select the contractual terms that create the biggest negotiation risk: payment cadence, reporting frequency, or audit access. Options: Payment cadence, Reporting frequency, Audit access, Data sharing clauses, Other
• Choose which of these would accelerate signing if the pilot meets targets: pre-approved language, a single signature, delegation of authority, or none of the above. Options: Pre-approved language, Single signature, Delegation of authority, Nothing would accelerate

• Service Model Walkthrough

• Confirm the current state and its cost to your program
• You confirm the restated current state and accept the quantified cost and procurement risk associated with it.
• Deliver a buyer-specific pilot plan within five business days that includes staffing model, enrollment targets, cost-per-client estimate, measurement plan, and a 30- to 60-day ramp schedule.
• You confirm that the demonstrated enrollment pathway closes the gap you described and is realistic for the named neighborhoods.
• Walk scenario A: Enrollment pathway for Target Neighborhood
• Provide current caseload and waitlist data for each priority neighborhood and the most recent six- and twelve-month outcome metrics.
• Share the procurement timeline and list of decision authorities so the pilot and evidence align to your approval gates.
• You confirm that the retention and 6-/12-month outcome approach maps to your definition of program success.
• Walk scenario B: Retention and 6-/12-month outcomes
• Demonstrate cost, capacity, and staffing trade-offs
• You agree on the specific evidence and timeline required before awarding a contract or grant, or advancing a pilot.
• Schedule a stakeholder review with procurement and the program lead within two weeks to review the delivered pilot plan and evidence package.
• Validate fit with a direct confirmation question
• Agree remaining evidence and next steps toward procurement

• Service Model Walkthrough
• Service Model Walkthrough Deck
• Solution Brief

• meeting
• slides
• document

• Operate Neighborhood Intake and Enrollment Center
• Provide Ongoing Community-Based Case Management
• Disburse Emergency Financial Assistance Payments
• Operate Neighborhood Food Pantry and Distributions
• Provide Benefits Enrollment Assistance (SNAP/Medicaid)
• Deliver Housing Navigation and Landlord Mediation
• Place Clients into Rapid Rehousing or Eviction Prevention
• Deploy Additional Case Managers for Program Scale-Up
• Maintain Client Outcome Tracking and Data Exports
• Produce Monthly Program Performance and Cost Reports
• Manage Client-level Documentation and Audit-ready Records
• Administer Program Funds and Payment-Milestone Invoices

Operate Neighborhood Intake and Enrollment Center

• Which neighborhood sites will you designate for the intake and enrollment center and what are their street addresses?
• How many daily enrollment slots must each intake site support during peak months (for example 50 clients/day)? Options: Less than 25, 25-50, 51-100, More than 100, Other (describe)
• Provide the exact intake forms and eligibility checklist items you require at first contact (for example proof of residency, household size, income documentation).
• Specify the language coverage and interpretation method you require for signed intake forms and in-person interviews. Options: English, Spanish, Other (list)
• Confirm whether you require on-site client registration technology (tablet kiosks, secure Wi-Fi, ID scanner) and, if yes, which of these you will provide versus expect us to provide. Options: You provide technology, We provide technology, Hybrid — specify
• Who on your team will own site access approvals and safety checks (provide name and role)?

Provide Ongoing Community-Based Case Management

• What target case manager to active-client caseload ratio do you require (for example 1:25)? Options: 1:10, 1:15, 1:25, 1:35, Other (describe)
• Describe the case plan templates you expect for client encounters (for example goal plan, referrals log, service agreement).
• Indicate the expected balance of in-person versus remote client contacts during the first 90 days of enrollment. Options: Majority in-person, Majority remote, Hybrid — specify
• List any systems your case managers must access (for example benefits portal, HMIS, provider CRM) and the integration endpoints you will provide.
• Name the approver and escalation path for caseload assignment changes (provide role and contact method).
• Are pre-employment checks such as background checks, TB tests, or professional license verifications required for case managers? Options: Yes, No

Disburse Emergency Financial Assistance Payments

• Which payment methods are acceptable for emergency assistance disbursements in your program (ACH, check, prepaid card)? Options: ACH, Check, Prepaid card, Other (describe)
• Provide the approval workflow and supporting documents you require for each payment request (for example income attestation, eviction notice, vendor invoice).
• What maximum per-client payment cap and any tiered limits tied to household size should the program enforce? Options: Up to $1,000, $1,001–$2,500, More than $2,500, Other (specify)
• Outline the invoice template and remit timeline you expect for milestone payments.
• Select the reconciliation file format you require for ledger reconciliation of disbursements. Options: CSV with GL codes, PDF invoices only, Bank remittance file, Other (specify)
• Who is authorized on your side to approve emergency disbursements (provide name and role)?

Operate Neighborhood Food Pantry and Distributions

• List the pantry locations and scheduled distribution days you require us to operate and provide estimated client turn counts per event.
• Specify cold-chain and perishable food handling requirements at each site, including storage temperature ranges and receiving windows.
• Indicate which inventory management reports you need (for example daily picklist, weekly inventory CSV, monthly summary). Options: Daily picklist, Weekly inventory CSV, Monthly summary, Other (specify)
• Describe how you want client-level food assistance to link to eligibility records and the export method for that linkage.
• Are volunteer background checks, food safety certifications, or partner kitchen vendor agreements required at distribution sites? Options: Yes, No
• What acceptance criteria will confirm a distribution event is ready to operate (for example shelf-ready inventory, temperature logs up-to-date, volunteer schedule confirmed)?

Provide Benefits Enrollment Assistance (SNAP/Medicaid)

• Select the benefits programs you want staff to assist with (Supplemental Nutrition Assistance Program (SNAP), Medicaid, Temporary Assistance for Needy Families (TANF)). Options: SNAP, Medicaid, TANF, Other (specify)
• Identify the specific application forms and verification documents staff must be trained to complete (for example state SNAP application, proof of ID, pay stubs).
• Indicate whether electronic filing access to the state benefits portal is required and which integration endpoints you will provide for submissions. Options: Yes — portal access provided, No — manual filing only, Hybrid — provide details
• State the performance targets you expect for successful applications at 30 and 90 days (provide minimum percentages if applicable).
• Who will serve as the program liaison for SNAP/Medicaid escalations (provide name, agency, and contact info)?
• Are interpreter services required during benefit interviews and, if so, for which languages should you guarantee coverage? Options: Spanish, Other (list), No

Deliver Housing Navigation and Landlord Mediation

• Identify the documentation you require to open a housing navigation case (for example lease, eviction notice, income verification).
• How many documented landlord outreach attempts must staff make before mediation is initiated (for example 3 contacts)? Options: 1 contact, 3 contacts, 5 contacts, Other (specify)
• Outline the mediation agreement template or participant consent form you expect to use and any mandatory clauses.
• Who will coordinate legal aid referrals and what contact details should your navigators use for those referrals?
• List the success criteria you will accept for a navigation case (for example signed payment plan, executed lease, successful diversion).
• What is the maximum number of open navigation cases you expect each housing navigator to maintain? Options: 10, 20, 30, Other (specify)

Place Clients into Rapid Rehousing or Eviction Prevention

• Select allowable rental assistance instruments for placements (short-term subsidy, move-in funds, deposit assistance). Options: Short-term subsidy, Move-in funds, Deposit assistance, Other (specify)
• Provide the landlord documentation and payment routing requirements you need to issue move-in or eviction prevention funds.
• Indicate any maximum unit rent levels or rent-reasonableness standards that grants must follow.
• List the metrics you will use to indicate successful placement at 6 and 12 months (for example lease executed, remain housed, rent paid).
• Do you prefer direct payments to landlords or client-held funds for rent assistance and, if direct, which ACH remit details should be used? Options: Direct to landlord, Client-held funds, Either — specify preference
• Who will verify unit habitability and what inspection checklist items must be completed before payment?

Deploy Additional Case Managers for Program Scale-Up

• How many additional case managers do you require and what are your target hire dates for each role?
• Provide the minimum qualifications and credential checks new hires must satisfy (for example education level, bilingual requirement, years of experience).
• Select the onboarding modules and certification checklist items new case managers must complete before client contact. Options: Program orientation, Case documentation training, Benefits portal access, All of the above, Other (specify)
• Indicate whether you require use of your HR system for new hire records or whether our team will manage hiring records. Options: Use your HR system, We manage hiring records, Hybrid — specify
• State the training cadence and mentorship ratio you want during the first 90 days for each new hire. Options: 1:1 mentor, 1:2 mentor, Weekly formal training, Other (specify)
• What acceptance evidence will confirm new hires are ready for independent caseload work (for example completed background check, signed code of conduct, shadowed session)?

Maintain Client Outcome Tracking and Data Exports

• Which specific outcome metrics must you track per funder (for example housing stability at 6 and 12 months, SNAP enrollment confirmation)?
• Provide the exact data fields required in the monthly export schema and indicate the CSV column headers you expect.
• Indicate how you require personally identifiable information (PII) to be handled in exports and which encryption or redaction standard will be accepted. Options: Redact PII, Encrypted exports (SFTP), Secure API with tokenization, Other (specify)
• Select the delivery schedule and method you require for outcome exports (for example monthly by the 5th business day via SFTP). Options: Monthly by 5th business day via SFTP, Biweekly via secure API, Monthly via secure email, Other (specify)
• List the data reconciliation checks you require for each export (for example row count, sample client trace, totals by program).
• What evidence will validate that exports meet funder requirements (for example a sample export accepted by the funder or a schema validation report)?

Produce Monthly Program Performance and Cost Reports

• Which KPIs must appear in the monthly performance report (for example enrollment, cost per client achieving outcome, 6-month retention)? Options: Enrollment, Cost per successful outcome, 6-month retention, Other (specify)
• Indicate the financial granularity you require for cost reports (for example per-client cost, program-level budget lines, general ledger code mapping). Options: Per-client cost, Program-level budget lines, GL code mapping, Other (specify)
• List the reconciliations you expect to justify reported cost-per-client figures (for example payroll sampling, vendor invoice match).
• Provide the distribution list and preferred delivery cadence for monthly reports (list recipients and schedule).
• Do you require a narrative section with root-cause analysis for variances greater than a threshold, and if so what variance triggers analysis? Options: Yes — variance >10%, Yes — variance >20%, No
• Do report templates need to match an existing funder template (provide template) or may we use a provider-standard format? Options: Use funder template, Use provider format, Hybrid — attach funder guidance

• Grant or Service Agreement
• Statement of Work (SOW)
• Payment Milestone Schedule
• Performance Metrics & Pay-for-Outcome Addendum
• Audit, Reporting & Financial Compliance Addendum
• Procurement & Public-Sector Compliance Rider
• Data Sharing & Outcomes Reporting Agreement
• Insurance, Indemnity & Financial Management Addendum
• Subrecipient and Subcontracting Terms
• Change Order and Amendment Process
• Closeout & Renewal Agreement

• Go-live Health Check
• First Measurement Review
• Acceptance Gate — 90-Day Outcomes Review
• Quarterly Outcomes and Performance Review

• Schedule focused detailed review sessions for any metric that is off-track and document expected remediation dates.
• Correct or annotate any data feed issues and confirm corrected metrics ahead of the acceptance gate.
• Restate acceptance criteria and numeric targets
• Produce a clear pass/fail result for each acceptance criterion recorded in Service Scope & Metrics.
• Publish a signed acceptance record or a documented conditional acceptance with remediation milestones.
• Ensure incumbent systems or providers are formally decommissioned or set to read-only and data archive actions are scheduled.
• Publish the acceptance decision document with the recorded outcomes and signatory field completed as required.
• Execute the incumbent wind-down checklist including contract termination steps and data archiving confirmation.
• Document remediation tasks for any failed criteria with target completion dates and verification checkpoints.
• Trend review for enrollment capacity and 12-month housing stability
• Confirm whether enrollment capacity and 12-month housing stability remain on trajectory to meet the targets recorded in Service Scope & Metrics.
• Identify and prioritize persistent issues affecting cost per client and participant satisfaction for remediation.
• Agree a short list of quarter-ahead operational actions with verification checkpoints.
• Publish the quarterly outcomes pack including trend charts and data source notes.
• Adjust staffing model or case manager allocations if enrollment capacity or outcomes require it.
• Re-confirm success criteria and named owners
• All core deployment components verified as operational or a remediation plan documented for each gap.
• Training and onboarding status for case managers confirmed with a plan to close any gaps within the ramp window.
• A short list of critical blockers with owners and target resolution dates published.
• Publish the go-live verification checklist with remediation owners and due dates.
• Enable or correct any failed data integrations and confirm reporting feed health.
• Circulate an updated onboarding status report for all active case managers.
• Present first-period outcome data
• Determine whether enrollment rate and 6-month housing stability rate are on track to meet the targets recorded in Service Scope & Metrics.
• Agree a focused corrective action plan with dates to address each root cause identified.
• Confirm data sources and fixes needed to improve measurement reliability before the acceptance gate.
• Publish the first-period outcomes pack with raw data sources and any data quality notes.
• Implement the agreed outreach or intake changes to improve enrollment rate and record expected completion dates.
• Present outcome data per criterion
• Cost and satisfaction review
• Deployment and access validation
• Diagnose gaps and root causes
• Document pass or fail and formal acceptance decision
• Early adoption and usage signals
• Open issues and enhancement requests
• Agree corrective actions and timelines
• Open blockers and risk items
• Confirm readiness for acceptance gate
• Risk register and mitigation actions
• Incumbent wind-down and data archiving
• Agree immediate remediation actions
• Agree remediation plan for unmet criteria
• Agree quarter-ahead actions and checkpoints