RFP FAQ


CASE MentorAbility Canada Project RFP Q&A March 9, 2019

ALSO SEE (download) Mentorability Project – RFP PROCESS March 8 2019.pdf

  1. BUDGET: “How much money will the Provincial Hubs be paid each year?

The Provincial Hubs are allocated a total of $109,247/yr, through three categories:

    • Administrative Costs: $9,660, including line items such as phone, contracting, eqpt repair, insurance, IT, supplies, admin wages, postage/courier and transportation (mileage),
    • Capital Costs: $1,000/yr, including purchased hardware and software, and
    • Project Costs: $98,587/yr., including advertising, leased hardware and software, furniture, hospitality, supplies, professional fees (project staff wages), IT, printing, rent and travel (flights, hotel and meals.)
  1. USE OF FUNDS: “ Are we allowed to reallocate funds within our budget?”

Within Categories: Flexible use is permitted within categories ie within Administrative, Capital or Project Costs so as long as your budget

    • Is spelled out in each of the line items (eg. Project Costs: advertising, leasing, etc.)
    • Keeps to the same total (eg. Admin: $9,660) and
    • Budget is spelled out with line items in a spreadsheet (which we will provide) is included in the MOU

This means that line items within a category can be moved around. If you would like to reallocate budget within Project Costs, for example. So you could increase Professional Fees from current allocation of $83,842/yr, by reducing other Project Costs and move them into Professional Fees so long as the Project Costs total remains $98,587.

This flexibility also allows you to pay for MERC, WCB, Health Plan, and other employment-related costs as you see fit.

Between Categories: You are allowed to move funds between categories if warranted, with permission. So you could, for example, reduce your Admin costs and move the savings into Project Costs. Another example: if you find that you will not need two project staff to travel to the national conference, you could move half of the Travel expenses from Project Costs to Transportation expenses in Admin Costs.

Any change requires a request to the National Coordinator who will seek approval from the Project Officer to ensure the reallocation is allowed.

  1. Staffing: “Can we change the staffing model?”

You can adjust the staffing model that we proposed so long as you keep to the budget, as explained above, and reach agreed-upon goals and outcomes. So, rather than having two part-time positions (Coordinator and Facilitator), you could blend them into one full-time position and combine their salaries into one salary.

Please spell out your intention to do this change in your RFP. If this situation arises during the project, please request this change to the National Coordinator who will seek approval from the Project Officer to ensure the reallocation is allowed. 

  1. In kind contributions:
  • “Will we have to pay any cash to match this funding?” No
  • “Do we have to commit to providing a certain amount of non-cash resources towards the project?” You need to put into writing the total amount of in-kind contributions you commit towards this project.
  • “How much non-cash resources are we required to commit?” We are looking to the Provincial Hubs as partners. Our agreement with the federal government promises that all of our Provincial Hubs a certain amount towards Administrative, Capital and Project Costs:
  • Admin: In-kind contributions of approximately $9,660/yr, including whatever you can give towards phone, contracting, eqpt repair, insurance, IT, supplies, admin wages, postage/courier and transportation.
  • Capital Costs: $1,000
  • Project Costs: advertising, leased hardware and software, furniture, hospitality, supplies, professional fees (project staff wages), IT, printing, rent and travel (flights, hotel and meals): $14,750
  • “How are we supposed to devise these calculation?” We are not looking for detailed calculations. Neither are we needing an accounting of in-kind contributions after-the-fact. These are approximate valuations of the total amount towards each category. For example, Admin Costs above and beyond what you are being paid for include such things as Admin Wages, the amount of sweat equity being given by your organization.

For instance, if your Executive Director is giving approximately 10% of her time towards this project, and her salary is $80,000/yr, then that is valued at $8,000/yr, among other Admin in-kind contributions.

Another example: Project Costs. One of the biggest in-kind contributions that we look to the Provincial Hubs to provide in the way of support that are above-and-beyond the budget is use of your facilities, including rent, utilities, phone, etc.. If your organization is giving approximately $1,000/mo for facilities, that is valued at $12,000/yr.

  1. Letter of Support – Commitment of In-Kind Contribution: “What are you expecting us to say in our Letter of Support re these In-Kind Contributions?”

All we need in a Letter of Support re your support is something to this effect: “We commit to making a variety of in-kind contributions towards the MentorAbility Canada Project. They include

    • Administrative Costs totally approximately $9,660/yr.
    • Capital Costs totally approximately $1,000/yr. and
    • Project Costs totally approximately $14,750/yr.”
    • “Will this commitment of in-kind contributions be included in the MOU” Yes
    • “Will there be an accounting of in-kind contributions after-the-fact?” No
  1. Program

History: “Has the program been tested and proven?” Yes. We have been running and fine-tuning the project for 5 years. It has run successfully in BC, Saskatchewan and Quebec.

Mentors:

    • ‘What do you mean by ‘business mentors’?” They are employers from any labour market or sector.
    • “Will we need to screen mentors” Yes

Program details: “Will we receive more detail about the program before we deliver it” Yes

 Program Toolkit and Training: “What type of resources are you providing and how will our project staff be prepared to deliver the program?” We will provide a detailed Program Toolkit and training including orientation sessions and detailed workshops.

  1. Marketing

“Who is responsible for developing a marketing plan, and preparing marketing tools” National office project staff, including the National Project Marketer, will develop the plan and prepare generic tools which you can use and customize as needed. For example, we will prepare a poster and you can provide your contact info on it. This will be conducted in partnership with the provincial hub input and advise.

Who will bear the brunt of the cost of marketing?” The vast majority of the marketing costs will be borne by the national project office. Provincial Hubs will have very low marketing costs.

  1. Chain-of-Command: “Who is in charge of the Provincial Hubs?” You are responsible for your operation. Your lead staff person will report to and be supported by the National Project Coordinator. We have included an organizational chart on page 18 of the RFP presentation to explain the project reporting structure. (Download Mentorability Project – RFP PROCESS March 8 2019.pdf)

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