RFP - Financial Business Process Improvement Consultant

https://lsc-live.box.com/v/LSC-Staff-BreakdownFinancial Business Process Improvement Consultant

Open May 19, 2017 - Close June 16, 2017


Click Here to Download PDF of RFP


The Legal Services Corporation (LSC) invites proposals from qualified consultants to conduct a financial business and workflow process review. The successful consultant will be expected to gather information on LSC’s various financial processes and identify best practices that will leverage these processes to maximize efficiency and minimize risk. The consultant will be required to compose a final report that includes recommendations for how LSC can improve its financial business processes. LSC is looking for a consultant that can offer the best value - the most advantageous balance of price, quality, and performance - to LSC.


LSC is a federally established and funded grant making organization that supports civil legal aid providers across the country. Its mission is to expand access to justice by funding high-quality, free attorneys for low-income Americans in basic civil matters like divorce, child custody, and eviction. It does not provide direct legal services itself.

LSC is headed by a bipartisan board of directors, whose 11 members are appointed by the President of the United States and confirmed by the United States Senate. Much like federal agencies, LSC receives an annual appropriation and is subject to ongoing congressional oversight. But as a private nonprofit, it enjoys greater independence and flexibility than its federal counterparts.

LSC promotes equal access to justice by awarding grants to independent legal aid providers through a competitive grants process. LSC distributes almost 95 percent of its total funding in grants. LSC currently has 133 grantees with more than 800 offices in every county in the United States, the District of Columbia, the Commonwealth of Puerto Rico, the U.S. Virgin Islands, Guam, and Micronesia.

LSC recognizes that our success as a corporation depends on a financial process that runs smoothly, efficiently, and minimizes risk. LSC’s Office of Financial and Administrative Services (OFAS) maintains the efficiency of LSC’s financial system and the integrity of its accounts, oversees procedures that generate all LSC’s financial transactions, and provides accounting and financial information to LSC’s Board of Directors and Senior Management. In addition to budgeting, cash management, accounts payable, payroll, grants administration and other routine financial transactions, OFAS generates annual and periodic financial reports and helps accumulate data for LSC's annual budget request to Congress. 

To accomplish these tasks, OFAS uses the following programs for specific financial processes:

  • Infor SunSystem – financial systems
  • Infor Query and Analysis – report writing
  • Excel add-in of Info Query and Analysis – additional report writing capabilities
  • Print Boss – processing of checks
  • Paycom – time and attendance reporting and payroll
  • Concur – travel management reporting
  • AUL One America – payments for retirement
  • Thrift Savings Plan – payments to OPM for Federal Benefits
  • Department of Agriculture (National Finance Center) – transmit information of Federal Health benefits paid to OPM. 


LSC seeks a consultant to conduct an analysis of OFAS’ financial business and workflow processes for the purposes of determining: (a) how well those processes address LSC’s business needs, (b) potential changes in LSC’s work processes that would increase our efficiency and effectiveness (i.e. what processes currently being performed could be made more efficient, reduced or removed entirely? What enhancements could be utilized thorough process improvement and implementation of software to create efficiencies?) and (c) whether LSC is leveraging the most appropriate technology to achieve optimal performance.


The successful candidate will be expected to work closely with Management, OFAS staff and other internal stakeholders to evaluate, solicit feedback, and recommend both improvements to LSC’s financial workflow processes and technological support for those processes based on best practices. The deliverables for this RFP include: 

  1. Develop an evaluation plan to assess LSC’s current finance processes. Activities will include:
  • Kick-Off Meeting with LSC staff in our Washington, D.C. office to discuss the best means for executing the project deliverables;
  • Reviewing LSC’s current financial processes and the corresponding technologies used to support those processes. LSC will provide the consultant with materials, as requested, and will make LSC staff available to answer questions about its finance processes;
  • Crafting interview questions to gather internal information on manager and employee satisfaction with the current finance processes;
  • Drafting an evaluation plan for presentation to LSC Management for review and comment; and
  • Drafting a final evaluation plan based on comments by LSC Management.
  • Conduct information gathering to implement the evaluation plan. Activities will include:
  • Communicating with LSC-identified stakeholders to assess LSC’s specific needs. 
  • Conducting interviews of Management, OFAS, and select stakeholders and analyzing the responses;
  • Shadowing OFAS employees and their work with other departments for purposes of analyzing workflow.

Produce a draft report summarizing the results of the evaluation with recommendations on how the finance processes, including technology choices, could be improved.

Create a written recommendation and provide LSC with a draft report in an accurate, honest, and user-friendly way for LSC’s review and consideration. The draft report must contain:

  • A concise and compelling summary;
  • A background/introductory section explaining LSC’s current finance processes;
  • A detailed section explaining your methodology;
  • A section explaining your review’s scope, i.e., explaining what it does and does not measure;
  • Assessment of effectiveness and efficiency of LSC’s current finance processes; and
  • A detailed section explaining your recommendations to improve LSC’s finance processes, including whether there are technological/software improvements that would make LSC’s processes more efficient and effective.

Produce a final report based on LSC feedback to the draft evaluation report. 

Estimated Contract Term, Milestones, and Deliverables

LSC estimates that this project will take approximately six weeks to complete. Work is expected to begin on July 26, 2017 and be completed by September 1, 2017.

The consultant will perform the work described in Duties and Task as follows: 



Kick-off meeting at LSC’s Offices in Washington DC.

July 26, 2017

Present draft evaluation plan to LSC for review.

August 1, 2017

Present final evaluation plan to LSC based on staff comments.

August 7, 2017

Conduct interviews of LSC staff.

August 8 – 18, 2017

Submit draft evaluation report to LSC for review and comment by LSC staff.

August 25, 2017

Submit final evaluation report to LSC based on staff comments.

September 1, 2017


1. Dedicated Team

The successful consultant will have dedicated staff assigned to the project, including a primary point of contact for the duration of the engagement. The consultant will also be provided a primary point of contact at LSC. LSC expects to work primarily with one contact via telephone or email.

2. Location of Performance

The consultant will meet with LSC staff onsite in Washington, D.C. for the kick-off planning meeting. The consultant will also be available at times to present its progress, findings, conclusions and recommendations to LSC in Washington, D.C. 


To be considered for full evaluation and possible award, consultants must first meet the threshold minimum qualification requirements listed below.            

  • 5+ years working in financial process improvement, or related services
  • Experience working with non-profit organizations or government agencies
  • Experience with the following or similar programs that OFAS uses for its financial systems:
    • Infor SunSystem – financial systems
    • Infor Query and Analysis – report writing
    • Excel add-in of Info Query and Analysis – additional report writing capabilities
    • Print Boss – processing of checks
    • Paycom – time and attendance reporting and payroll
    • Concur – travel management reporting
    • AUL One America – payments for retirement
    • Thrift Savings Plan – payments to OPM for Federal Benefits
    • Department of Agriculture (National Finance Center) – transmit information of Federal Health benefits paid to OPM. 

In addition to the minimum qualifications listed above, LSC will give preference to consultants that meet the following qualifications.       

  • Experience working with legal-service delivery or grant-making organizations
  • Advanced degree in business administration, accounting, financial services, or a related field 





May 19, 2017

RFP issued

May 31, 2017

Deadline for respondents to submit RFP questions

June 7, 2017

LSC responds to RFP questions

June 16, 2017

Deadline for respondents to submit proposals

June 19-26

Evaluation of proposals

June 27, 2017

Notification to successful consultant/consultant of preliminary selection and contract negotiation

July 11, 2017

Contract approval

July 26, 2017

Performance begins



All proposals must be concise, well-organized, and demonstrate how the consultant’s proposed services, approach and methodology, qualifications, experience, and terms meet or exceed LSC’s requirements. Proposals must also contain the following:

Consultant Information 

  • Consultant’s full name, address, telephone number, contact person, email, and website.
  • Consultant overview, including a brief history, mission, number of employees, and number of years in operation.
  • Consultant’s RFP point-person. Please include title, phone number, and email address.
  • Why your consultant is qualified to provide the product requested.
  • Identities of the proposed project team, including staff qualifications, resumes, roles and responsibilities that make them ideal candidates to work with LSC.
  • Experience working with non-profits and/or grant-making organizations
  • Samples of completed financial business process reports (redacted, if necessary).
  • Methodology used in conducting financial business process reviews.
  • Experience with LSC’s financial systems, as identified in “Consultant Qualifications” section. 

Pricing and Pricing Methodology                   

  • Pricing must be itemized and include a written explanation of all fees and costs.
  • Rates must include all overhead costs.
  • LSC is a 501(c)(3) tax exempt organization.  


  • Provide resumes and/or biographies for all anticipated staff members who will be assisting LSC in developing and delivering the training service.


  • Provide three (3) recent references concerning your experience working with other organizations. Indicate the organization name, a brief description of the services provided, and the name, title, telephone number and email address of a reference who is knowledgeable about your work and who may be contacted by proposal evaluators.

Oral presentation

  • LSC mayinvite bidders to make oral presentations. Oral presentations provide an opportunity to evaluate a bidder through the presentation of its proposal. LSC may limit the number of oral presentations conducted. 

Other Information 

  • You may provide other information or material that you believe is relevant to our evaluation or that provides additional features or value to LSC.


Please submit questions relating to this RFP by email to Helen Guyton at guytonh@lsc.gov no later than 5:30 pm EST, on May 31, 2017. Answers to questions will be shared with all RFP respondents online at:  lsc.gov/rfp-financial-business-process-improvement-consultant

PROPOSAL DEADLINES AND MODE OF DELIVERYroposal Deadlines and Mode of Delivery

All proposals must be received by received on or before 5:30 p.m., Eastern Time, June 16, 2017. Please email (in PDF or Microsoft Word) your proposal to:                                    

Helen Guyton, Contracts Coordinator
Legal Services Corporation

You are solely responsible for ensuring that your proposal is delivered on time.  Late proposals may be accepted in LSC’s sole discretion. You must bear all costs incurred in preparing your proposal; contract awards will not cover proposal costs.


The contract will be awarded to the consultant who provides the best value – the most advantageous balance of price, quality, and performance – to LSC. Proposals will be evaluated based on the following criteria:


  • The reasonableness of the price for the service being provided.
  • Whether the price is realistic (especially if it is an estimate), reflects a clear understanding of LSC’s need, and is consistent with other parts of the proposal.
  • Cost by labor category (if a times and materials contract).
  • The cost of incidental expenses, including taxes and service fees, administrative costs, maintenance/customer support costs, system or software conversion costs, travel and transportation costs.
  • Whether the price reflects your qualifications and experience level.


  • Qualifications and experience of consultant/contractor and proposed staff
  • Technical expertise
  • Delivery schedule
  • Project plan and approach


  • Ability to timely produce deliverables
  • Capacity to perform the project to LSC standards
  • Understanding of and ability to meet LSC’s needs
  • Responsiveness to LSC
  • Professionalism of representatives (sales, customer support, technical assistance, designated consultants, etc.) 

Demonstrated history of (current consultant) or reputation for (new consultant) excellence in price, performance, and quality

Willingness to accept LSC’s terms

  • DC governing law and exclusive venue
  • Mandatory non-binding mediation of disputes before initiating litigation
  • Indemnification: you agree to indemnify LSC against third-party claims arising from your negligence, gross negligence, or intentional acts.
  • Intellectual property: draft and final report is work-made-for-hire and is the exclusive property of LSC.  


A team of at least three LSC staff members comprised of one subject matter expert, one end-user, and one senior manager (hereafter referred to as the “selection team”) will evaluate preferred vendor candidates. The selection team will evaluate candidates on the evaluation criteria. The candidate receiving the highest rank will be selected for preferred vendor status. If two or more of the highest ranked candidates offer best value to LSC, more than one candidate may be selected for preferred vendor status.


LSC reserves the right to: 

  • Accept or reject any or all proposals, or any part thereof;
  • Waive any informalities or technicalities contained in any proposal received;
  • Conduct discussions with respondents and accept revisions of proposals after the closing date;
  • Make an award based upon various selection criteria;
  • Request clarification from any respondents on any or all aspects of its proposals;
  • Cancel or re-issue this RFP at any time;
  • Retain all proposals submitted in response to this RFP;
  • Invite some, all, or none of the respondents for interviews, demonstrations, presentations and further discussion;


During the RFP process, you may be given access to LSC’s confidential or proprietary information. You agree not to use this information for your or any third-party’s benefit, and will not disclose this information to any person who does not have a need to know.


The Freedom of Information Act (FOIA) and associated LSC regulations may require LSC to disclose certain documents to the public, including portions of your proposal. Generally, LSC will not release any documents that would cause your consultant competitive harm. You are encouraged, however, to label any confidential information contained in your proposal to facilitate LSC’s ability to withhold it from disclosure.



Q1. Can you provide an organization chart?
A1. Yes. LSC’s organization chart can be found here. LSC’s Office of Inspector General’s organization chart can be found here

Q2. What is the size of LSC’s management, LSC staff, and OFAS staff?
A2.  LSC, including LSC’s Office of Inspector General, employs 140 people. The breakdown of management and staff can be found here

OFAS employs 11 people. It is comprised of the following two divisions: (1) Office of the Comptroller, which includes the following positions: Treasurer/Comptroller, Travel & Event Management Supervisor, Budget Coordinator & Accountant, GL Accountant, Payables Accountant, Accounting Manager, Payroll Administrator, and Administrative Assistant III; and (2) Administrative Services Division, which includes the following positions: Administrative Services Manager, Administrative Services Assistant III, and Administrative Services Assistant I.

Q3. To whom does OFAS leadership report within LSC, such as the President?
A3. The Comptroller/Treasurer reports to LSC's President and indirectly reports to LSC's Board of Directors. 

Q4. Do all OFAS personnel reside in your Washington DC location?
A4. Yes. 

Q5. Does OFAS staff and their financial processes support any LSC stakeholders that are situated outside of headquarters?
A5. No. However, OFAS does provide regular reports to LSC’s Board of Directors. OFAS also distributes grant funds to LSC’s grantees, which comprise 133 independent non-profit legal aid organizations in every state, the District of Columbia, and U.S. territories.

Q6. Are any financial accounting functions outsourced to vendors or involve contractors working onsite as part of the OFAS team?
A6. LSC outsources payroll processing to Paycom. LSC uses Concur to process travel reimbursements. We also use Certified Public Accounting firms to process our annual tax forms. Similarly, our 403(b) plan processes the annual Form 5500.  


Q7. Please identify the key stakeholders for this work effort.
A7. The entire organization will benefit from financial process improvement. As far as key stakeholders, LSC’s senior management, individual office directors, and select staff that work closely with OFAS will serve as the key stakeholders.  

Q8. Who in LSC’s senior leadership will serve as project sponsor to coordinate our work?
A8. Rebecca Fertig Cohen, Chief of Staff, will serve as the project sponsor.

Q9. How many LSC management and staff would you expect to be part of our interviews and/or shadowed as they perform their normal activities? Are there other members in senior leadership who we would meet with as part of fact gathering and analysis?
A9. LSC anticipates that the consultant will perform approximately 14-18 interviews. The would include interviews with the directors of each office and the Office of Inspector General (11 total), in addition to select interviews with individuals that work closely with OFAS and their processes (e.g. procurement coordinators, etc.). These 14-18 interviews would include members of senior leadership. Based on the consultant’s recommendation with LSC’s input, some of these interviews could be consolidated into smaller group interviews, thereby decreasing the total number of interviews. 
In terms of shadowing, LSC anticipates that the consultant will likely shadow four or five members of OFAS’ team, in addition to several non-OFAS employees that utilize OFAS’ processes or rely on OFAS regularly. 

Q10. Does LSC have expectations for proposal page limits, format, size, etc.?
A10. Ideally, we would like proposals that are no longer than 20 pages, exclusive of resumes, appendices, etc. We do not have formatting requirements, but we request that responses be sent electronically. 

Q11. Does LSC anticipate awarding a Firm Fixed Price or Time and Materials contract?
A11. LSC will entertain both types of contracts. Proposals of either type must contain all anticipated costs, including travel, if applicable. Additionally, time and materials contracts should detail the proposed number of hours associated with each proposed staff member assigned to the project.

Q12. Does LSC have a pre-defined budget for this project?
A12. No. We encourage applicants to submit a realistic, market-driven estimate for the project. We would also entertain budget ranges depending on specific services proposed.

Q13. Please clarify the reference to training service.  This requirement appears to be financial process analysis and improvement vs. training.
A13. This was an error. Our apologies. The requirement is for financial process analysis and improvement, not training.

Q14. Is LSC open to this project taking longer than six weeks if a compelling business case can be made for a longer timeline?
A14. Yes.

Q15. Are you following Federal Acquisition Regulations in this bid?
A15. No.

Q16. The NAICS code for this procurement is listed as 541111 – Offices of Lawyers.  As this work is related to management consulting, not legal services, would you consider changing the NAICS code to 541611?
A16. LSC is a not-for-profit organization that receives an annual appropriation from Congress. It has adopted the NAICS classification system to assign codes for procurement purposes. We would not object to changing the classification, if needed.  


Q17. Are there any specific unmet or emerging organizational needs, operational or technology changes, control deficiencies, results of outside examinations or a recent event that are driving the scope and timing of the proposed evaluation of the financial accounting processes and focus on technology enablement this summer?
A17. In 2013, LSC engaged an outside consultant to assess LSC’s grant-related processes and systems to create an actionable plan to help LSC meets its strategic objectives, including those of establishing a grants management system and enhancing the efficiency and effectiveness of internal operations. Among the consultant’s recommendations were to implement a grants management system and a document management system with products that had more flexibility to meet our business needs. We have since chosen Salesforce and Box to meet those needs and those processes are ongoing.
While we are making process improvements in the areas noted above and while we have conducted independent reviews of singular processes within OFAS, we have not conducted a holistic review of our financial business processes since the 1990s. We now seek to conduct the assessment referenced in the RFP so that we can better automate functions and enhance the efficiency and effectiveness of our financial processes to coincide with the other process improvements in the Corporation.
With respect to specific needs, LSC is interested in making its budgeting tools more accessible and user-friendly for management. We would like to move away from paper-based systems and create more uniform electronic processes with higher visibility within the Corporation. In addition, LSC would like to develop standard operating procedures between OFAS and the Office of Human Resources.    

Q18. Are the current business processes documented in any way, whether as workflows, instructions, guides, or policies?  Will LSC provide current state process maps of all financial business and workflow processes to the consultant?
A18. Yes. The Corporation has numerous policies and processes documented including an Accounting Manual and an Administrative Manual (which includes procurement and travel policies). We will provide all relevant documentation to the consultant. 

Q19. Does LSC have a system of performance measures in place for its financial processes?  If so, are those measures, uses, owners, definitions, etc. documented in a data dictionary? 
A19. LSC does not have a formal system of performance measures in place for its financial processes. 

Q20. Does LSC have a Capability Model or End-To-End Process View?
A20. Not for its financial processes. 


Q21. Does OFAS produce reports and analyses for external and internal use and who are the recipients?
A21. OFAS produces monthly, quarterly, and annual financial reports for Management and the Board of Directors. OFAS also produces reports for audit purposes. OFAS also provides data to its Thrift Savings Plan and 403(b) plan administrators. OFAS also produces reports on an as needed basis when requested and required. 

Q22. Is a more robust set of financials generated annually or quarterly than monthly?
A22. OFAS provides a more robust set of financials both quarterly and annually.  It also provides a reconciliation for its accounts to our auditors.

Q23. Is financial and operational information aggregated within a “data warehouse” for business intelligence purposes?
A23. Yes - into Infor SunSystems.

Q24. Are there any financial (and related) systems that LSC knows it wants to replace? Are there any that are untouchable? If new technologies are a part of our recommendations, should we make specific system recommendations for those new technologies, or merely indicate the types of options (or paths available in the market) to address LSC’s needs?
A24. While it would be ideal to work with existing systems to achieve optimal results, LSC is open to any suggestions that will streamline our financial business processes, including utilizing new systems. We would welcome specific system recommendations for new technologies. 

Q25. Are you able to provide the number of users for each system listed in the RFP, broken down by number of admin, data managers, and data consumers for each?

SYSTEM              TOTAL Users      ADMIN         DATA MGRS(IT)       DATA CONS (Non-IT)

SUN                      49                           8                       6                              35

Concur                  94                           4                       0                              90          

Paycom                198                          6                       0                              192

Q26. What specific edition and modules of Infor SunSystem are currently used by LSC? When was it installed / procured and how recently was it upgraded? Have the Infor Modules been customized by the vendor or internal IT personnel?
A26. LSC installed Infor SunSystems in 1996. We upgraded from version 5.0 to 6.0 in 2016 and recently upgraded to Version 6.2 last fall. LSC’s modules are customized and include the following: Purchasing, Accounts Payable, General Ledger, Cash Receipts, and Reporting.

Q27. Is time and attendance information used to capture tasks performed by each individual for cost accounting purposes?
A27. To some degree.  OFAS tracks time and attendance for purposes of tracking private grant activity and union-related work, for example, but it is not designed to capture tasks performed. That is done by the individual offices managing the work/grant. 

Q28. Does LSC analyze project investments, cost of serving grantees and other kinds of activities?

Yes, in some instances. For example, LSC analyzes travel costs related to oversight of its grantees.

Q29. Are expenses approved thru Concur and reimbursed via employee payroll? A29. No. Expenses are reimbursed through a direct deposit into the employee’s bank account on record.

Q30. Should this project take the entire HR ecosystem into consideration, or just those aspects associated with time/attendance, travel, payroll, and payments to fund benefits?
A30. This project should consider just those aspects associated with time/attendance, travel, payroll, and payments to fund benefits. 

Q31. Budget formulation and execution are financial planning, management and reporting processes. Are these processes to be included in this review?
A31. Yes.

Q32. When was the relationship with the Department of Agriculture (National Finance Center) established and for what term will they provide services?
A32. 1974. There is no term limit.


Q33.  Do Board-level Audit and/or Finance Committees provide oversight of budgets, LSC financial health and performance, investments, etc.?
A33. Yes. LSC has a Board Audit Committee and a Board Finance Committee. The charters for these Committees, which outlines their functions, can be found online here

Q34. Do any regulators, external audit firm and/or internal auditors review the financial accounting and control environment and with what frequency?
A34. Yes. We have an independent Office of Inspector General that audits and oversees our internal operations and an IPA annually audits our financial statements, the reports from which are available in our annual reports available on our website here. Our 403(b) plan also conducts regular audits.

Q35. Does LSC embrace Enterprise Risk Management that includes assessment of risks related to governance/entity-level controls, financial accounting and reporting functions and information technology?
A35.  Yes. Our General Counsel is our Risk Management Officer and reports quarterly to the board on potential financial and other risks.

Q36. When was the last independent audit of LSC’s financial records conducted? Will the audit report be provided to the consultant?
A36. The last independent audit was conducted at the end of 2016 and the final audit report of our financial statements was issued January 2017.


Q37. Can you provide a description of the role of OFAS in the grants administration/management process, in terms of pre-award/application evaluation, grant/funding approval, monitoring grantee performance, funding distributions, renewals and extensions and closeout?
A37.  The Office of Comptroller maintains the efficiency of the Corporation's financial system and the integrity of its accounts, oversees procedures that generate all the Corporation's financial transactions, and provides the most accurate and up-to-date accounting and financial information to LSC Board of Directors, the President and Office Directors.  With respect to grant administration, OFAS disburses grant funds in collaboration with LSC’s offices, who conduct oversight.

Q38. Are there different work streams, systems or processes for different award types (e.g. program services to clients, sandy disaster relief, pro bono innovation, technology initiatives, loan repayment assistance) and if so, please describe?
A38. Yes. We assign different codes to the various award types for tracking purposes.

Q39. In the About Legal Services Corporation section (RFP page 2), the third paragraph states that LSC distributes its grants through a competitive grants process. As the grant awards are part of the basis for financial transactions, is this awards process a part of this review?
A39. The grant award process is not part of this review. However, to the extent the consultant believes that OFAS can utilize better processes for supporting those grant functions, he/she should include those recommendations.

Q40. What is the average number of grants written by LSC on an annual basis?
A40. 237

Q41. What is the average number of open grants maintained by LSC on an annual basis?
A41. 292

Q42. What is the average number of grant disbursements made on an annual basis?
A42. 1695

Q43. Are funds to grantees distributed in advance, as a reimbursement based on work performed, costs incurred, number of clients represented or outcomes, etc.? What written support (e.g. status reports) is expected from grantees before they receive funds? Are funds provided via wire transfer or check and are grants issued in tranches, where you have peak workloads at scheduled intervals?
A43. Basic Field Grant Awards are based on the census. They are distributed in tranches: 2 payments in January, 1 payment in each subsequent month except no payment in November. Funds are provided via an ACH transfer.  In terms of written support, grantees agree to be bound by LSC’s Grantee Terms and Conditions, which outlines the written support that must be provided. 

Q44. Should this project take the entire grants management lifecycle into consideration, or just the financial aspects?
A44. For purposes of this consultation, we are looking at the financial aspects of the grants management life cycle.

Q45. Are there non-financial grant performance metrics that would best be integrated with grant financial data.
A45.  No, but we would entertain recommendations that non-financial metrics be integrated if that would promote efficiencies.


Click Here to Download PDF of RFP