Northwest Oklahoma Osteopathic Foundation

Enid, Oklahoma

REQUEST FOR PROPOSALS

Foundation Management & Executive Services (Independent Consultant)

RFP Issue Date: 8-15-2026

Proposals Due: 09-8-2026 @ 10:00 A.M. Central Time

Submit to connect@growenid.com

 1. Introduction and Purpose

The Northwest Oklahoma Osteopathic Foundation (“NOOF” or “the Foundation”) invites proposals from qualified individuals and firms to provide comprehensive foundation management and executive services on a contract basis. The selected Consultant will serve, in effect, as the Foundation’s outsourced executive director, responsible for the day-to-day management of the Foundation’s operations, programs, events, finances, and community relationships under the direction of the Board of Directors.

This engagement is structured as a results-oriented, independent-contractor relationship. The Foundation will not direct the Consultant’s daily schedule, work location, or methods. Instead, the Consultant will be accountable for delivering the outcomes, deliverables, and deadlines described in this RFP — with the important exception that in-person presence is required at Foundation events, board meetings, and in the Northwest Oklahoma community as described in Section 6.

2. About the Foundation

NOOF is a 501(c)(3) nonprofit foundation based in Enid, Oklahoma, dedicated to advancing osteopathic medicine and improving healthcare in Northwest Oklahoma. The Foundation pursues this mission through:

•     Scholarships for area high school students and OSU College of Osteopathic Medicine students pursuing careers in medicine;

•     A physician pipeline program supporting pre-med and medical students through mentoring, physician shadowing, MCAT preparation assistance, welcome boxes, and ongoing communication through residency;

•     The Enid Charity Ball, the Foundation’s signature annual fundraising event, including recognition of the Physician of the Year;

•     Support for the Northwest District Osteopathic Society (NWDOS), including planning and executing its meetings and events throughout the year; and

•     Community health partnerships, including participation with regional healthcare committees, commissions, and partner organizations.

The Foundation is governed by a volunteer Board of Directors that meets six times per year (December, February, April, June, August, and October). The Foundation’s fiscal year begins December 1. Day-to-day operations have historically been carried out by an executive director; the Foundation is now evaluating a consultant model for this work.

3. Nature of the Engagement

•     Independent contractor. The Consultant will not be an employee of the Foundation. The Consultant is responsible for their own taxes, insurance, benefits, equipment, and work arrangements, and may maintain other clients provided no conflict of interest arises.

•     Results-only accountability. Performance will be measured against the deliverables and outcomes in Section 5 and the annual calendar in Appendix A — not against hours logged or set office hours. The Consultant controls how and when the work gets done, so long as deadlines and quality standards are met.

•     In-person requirement. Notwithstanding the flexible structure above, physical presence in Enid and the Northwest Oklahoma region is an essential requirement of this engagement, as detailed in Section 6. Proposals from providers who cannot maintain a consistent local presence will not be considered.

•     Term. An initial term of twelve (12) months, with the option to renew annually by mutual agreement of the parties. A [90]-day mutual review period will apply at the start of the engagement. Either party may terminate with [30] days’ written notice.

4. Scope of Services

The Consultant will be responsible for the full management cycle of the Foundation’s operations. The categories below summarize the ongoing responsibilities; Appendix A sets out the month-by-month calendar of required activities.

A. Board and Governance Support

•     Plan and support six (6) board meetings per year: prepare and distribute meeting notices and board packets at least two weeks prior; attend all meetings in person; prepare minutes promptly following each meeting.

•     Support the annual meeting cycle: nominating committee process, election of board members and officers, orientation of new members, conflict-of-interest statements, and recognition of retiring members.

•     Communicate with the Board President at least twice monthly and provide board updates every other month or as needed.

•     Staff Executive, Finance, and Scholarship Committee meetings, including insurance reviews, budget development, and the annual review of the Foundation’s IRS Form 990 with the Foundation’s accountant.

B. Financial Management and Compliance

•     Process bills, deposits, and payroll on an every-other-week cycle; maintain accurate books in QuickBooks and provide monthly information to the Foundation’s accounting firms.

•     Review financials and bank statements monthly against the approved budget; support the Finance Committee in drafting the annual budget for October board approval.

•     Ensure all compliance obligations are met on time, including quarterly tax obligations, the annual Workers’ Compensation premium and audit, Secretary of State charitable registration renewal, the Garfield County property tax report, and business/D&O insurance renewals.

•     Coordinate the annual investment portfolio reviews presented to the Board by the Foundation’s investment advisor.

C. Scholarship and Student Pipeline Programs

•     Manage the full annual scholarship cycle: promote the program to area high schools and OSU medical students (November–February), administer the March 15 application deadline, staff the Scholarship Committee’s review, secure board approval, notify winners, and present awards in person at spring award assemblies.

•     Prepare and mail scholarship packets and checks (payable to the recipient’s university).

•     Sustain the student pipeline: monthly welcome boxes and communication with pre-med and medical students; coordinate physician shadowing and MCAT prep assistance; send Match Day congratulations; deliver graduation gifts to medical students before residency.

•     Meet monthly with the residency program director and the OSU medical student coordinator.

D. Fundraising and the Enid Charity Ball

•     Lead planning and execution of the annual Enid Charity Ball (held in August), including monthly planning meetings beginning in January; venue, band, and vendor bookings; title sponsor confirmation; save-the-date and invitation mailings; Physician of the Year nomination and award process; and auction item solicitation (finalized by July 1).

•     Manage post-event follow-through: donor thank-you letters, financial recap to the Board, and donor stewardship throughout the year.

•     Produce the Foundation’s annual report (drafted in November, printed and mailed in December to NWDOS members, pipeline participants, and Charity Ball donors).

E. NWDOS Support

•     Plan and execute NWDOS meetings and events across the year (including the holiday event, the annual meeting and election of officers, and periodic dinner meetings): program, venue, menu, and invitations sent three weeks in advance.

•     Support the NWDOS Executive Committee and annual membership drive.

F. Communications, Marketing, and Community Presence

•     Maintain an active social media presence (two to three posts per week) and keep the Foundation’s website current.

•     Represent the Foundation with regional partners, including monthly participation with the Human Services Commission and CSCF, and the ERDA Healthcare Committee as needed.

•     Coordinate with the Oklahoma Osteopathic Association (OOA), including the annual convention, winter CME as applicable, and the annual stethoscope presentations to medical students (with travel to Tulsa and Tahlequah).

•     Manage recognition and stewardship touches throughout the year: board member gifts, retiring board member gifts, student and resident gifts, and the Physician of the Year award.

5. Performance Expectations and Key Deliverables

Because this is a results-based engagement, the Consultant’s performance will be evaluated against outcome standards rather than time spent. At minimum, the Foundation expects the following results each contract year. The Board will review performance against these standards at the October board meeting (annual evaluation) and informally throughout the year.

Area

Expected Result (each contract year)

Board support

All 6 board meetings fully supported; notices and packets distributed no fewer than 14 days in advance; minutes delivered to the Board within [7] days of each meeting; 100% of governance-cycle items (elections, orientation, conflict statements, 990 approval) completed on schedule.

Financial operations

Bills, deposits, and payroll processed on schedule with zero missed payrolls; monthly financial reviews and accountant reports delivered; zero missed compliance or filing deadlines; annual budget presented for October approval.

Scholarships

Full cycle completed on schedule: promotion beginning in November, March 15 deadline administered, winners approved and notified in April, awards presented in person in May, and all packets and checks mailed.

Enid Charity Ball

Event planned and executed in August; title sponsors confirmed by March; invitations mailed by June; auction items finalized by July 1; net proceeds reported to the Board at the August meeting; all donor thank-yous sent by [September 30]. A fundraising performance goal of [$ AMOUNT / prior-year net] may be established annually with the Board.

Student pipeline

Monthly welcome boxes and student communications sustained all 12 months; monthly meetings held with the residency program director and OSU coordinator; Match Day and graduation recognitions completed.

NWDOS

All scheduled NWDOS meetings and events planned and executed, with notices sent 3 weeks in advance; membership drive supported.

Communications

Social media maintained at 2–3 posts per week; website kept current; annual report drafted in November and mailed in December.

Community presence

Consistent in-person representation at partner meetings (Human Services Commission, CSCF, ERDA as needed) and OOA functions, including required travel.

6. In-Person and Community Engagement Requirements

The Foundation’s mission depends on personal relationships — with students, schools, physicians, donors, NWDOS members, and community partners across Northwest Oklahoma. Accordingly, while the Consultant controls their own schedule and methods, the following in-person commitments are non-negotiable elements of the engagement:

•     In-person attendance at all six board meetings and all Foundation and NWDOS events, including the Enid Charity Ball, the NWDOS holiday event and annual meeting, and scholarship award assemblies at area high schools.

•     A regular, visible presence in Enid and the surrounding Northwest Oklahoma communities sufficient to build and maintain the relationships necessary to advance the Foundation’s mission — including with school counselors, physicians, hospital and residency program leadership, donors, and civic partners.

•     In-person participation in recurring partner meetings (Human Services Commission, CSCF, and ERDA Healthcare Committee as needed) and periodic travel within Oklahoma, including the OOA convention and stethoscope presentations in Tulsa and Tahlequah.

•     Reasonable availability for donor, student, and partner meetings that can only occur locally and in person.

Proposers should describe in their proposal how they will maintain this local presence, including where they are based and their existing relationships in the region.

7. Contract Structure and Compensation

The Foundation anticipates a fixed monthly retainer covering the full scope of services in Section 4, payable [monthly in arrears]. Proposers should quote:

•     A fixed annual fee, expressed as a monthly retainer, for the full scope of services;

•     Their proposed treatment of out-of-pocket expenses (mileage, travel, postage, printing, event costs), which the Foundation expects to reimburse or pay directly at cost with prior approval per the approved budget; and

•     An hourly or project rate for services outside the defined scope, should the Board request additional work.

The Consultant will be expected to carry appropriate insurance [e.g., general liability; workers’ compensation if the Consultant has employees] and to sign the Foundation’s standard independent contractor agreement, including confidentiality and conflict-of-interest provisions.

8. Proposal Requirements

Proposals should be concise (suggested maximum of [10] pages, excluding attachments) and include:

•     1. Cover letter — identifying the individual or firm, principal contact, and confirmation of ability to meet the in-person requirements in Section 6.

•     2. Qualifications and experience — relevant nonprofit management, event, fundraising, and financial/bookkeeping experience (including QuickBooks); experience with boards; any experience with medical, educational, or osteopathic organizations.

•     3. Local presence and community ties — where the proposer is based and existing relationships in Enid and Northwest Oklahoma.

•     4. Approach and work plan — how the proposer would organize the annual calendar (Appendix A), manage seasonal peaks, communicate with the Board, and report progress against the Section 5 deliverables.

•     5. Team — who will perform the work, including any subcontractors; the Foundation expects a designated lead who personally fulfills the in-person requirements.

•     6. Fee proposal — as described in Section 7.

•     7. References — at least three (3) client or employer references for comparable work.

•     8. Disclosures — any actual or potential conflicts of interest, and confirmation of ability to pass a background check.

9. Evaluation Criteria

Proposals will be evaluated by the Board (or a committee designated by the Board) using the following criteria:

Criterion

Weight

Qualifications and directly relevant experience (nonprofit management, events, fundraising, bookkeeping)

25%

Demonstrated results in comparable roles and quality of references

20%

Local presence and established community relationships in Northwest Oklahoma

20%

Quality and realism of the proposed approach and work plan

15%

Cost and overall value

15%

Completeness and clarity of proposal

5%

The Foundation may invite finalists to interview in person in Enid before making a selection.

10. Anticipated RFP Timeline

Milestone

Date

RFP issued

8-15-2026

Deadline for written questions

8-25-2026

Responses to questions distributed all questions sent to connect@growenid.com

9-1-2026

Proposals due

9-8-2026 @ 10 AM Central

Finalist interviews (in person, Enid)

9-14-2026

Selection and Board approval

10-20-2026 at the October board meeting

Anticipated start of engagement

December 1, start of fiscal year

11. Submission Instructions and Questions

Submit proposals by email (PDF preferred) to Marcie Mack at connect@growenid.com no later than the deadline above. Questions about this RFP must be submitted in writing to the same address by the question deadline; answers will be shared with all known prospective proposers.

12. General Terms and Conditions

•     This RFP does not commit the Foundation to award a contract or to pay any costs incurred in preparing a proposal.

•     The Foundation reserves the right to accept or reject any or all proposals, to waive informalities, to negotiate with one or more proposers, to request additional information, and to cancel or modify this RFP at any time.

•     All proposals become the property of the Foundation. Proposers should mark any proprietary information; the Foundation will make reasonable efforts to protect it consistent with applicable law.

•     The selected proposer will be required to execute a written independent contractor agreement containing, among other provisions, confidentiality, conflict-of-interest, insurance, and termination terms.

•     Final contract award is contingent on approval by the Foundation’s Board of Directors.

Appendix A — Annual Master Calendar of Required Activities

The Foundation’s fiscal year begins December 1. The Consultant is responsible for the timely completion of the following recurring activities. This calendar reflects current practice and may be refined annually with the Board.

Month

Key Activities

December

Fiscal year begins. Print and mail annual report (NWDOS, pipeline, Charity Ball donors). Plan and hold NWDOS holiday event (program, venue, menu; invitations 3 weeks prior). Workers’ comp premium payment. December board meeting (packets 2 weeks prior; minutes after): board Christmas gifts, nominating committee appointed, conflict-of-interest statements, investment portfolio review.

January

OOA Winter CME (as applicable). Begin monthly Charity Ball planning meetings; confirm emcee, venue, and band. Renew Secretary of State charitable registration. Continue scholarship promotion. Complete workers’ comp audit and Garfield County property tax report. Finance Committee reviews Form 990 and year-end financials with accountant. Nominating and NWDOS Executive Committees meet. Purchase gifts for retiring board members.

February

Charity Ball: open Physician of the Year nominations; email save-the-date cards. Scholarship deadline reminders. February board meeting / Annual Meeting: approve 990, elect board members and officers, present retiring member gifts, strategic planning.

March

Update bank signature cards as needed. Confirm Charity Ball title sponsors. New board member orientation and conflict statements. Scholarship deadline March 15. NWDOS annual meeting and election of officers. NWDOS membership drive. Match Day congratulations to pipeline students.

April

OOA annual convention. Executive Committee insurance reviews (business, D&O, workers’ comp). Scholarship Committee reviews applications; winners approved at April board meeting and notified. Decide medical school graduation gifts. April board meeting with strategic planning.

May

Present scholarships and checks in person at award assemblies (include mentoring, shadowing, and MCAT prep information). Mail medical student scholarship packets and checks. NWDOS event with high school scholarship recipients invited.

June

Mail or deliver graduation gifts to medical students before residency. Order Physician of the Year award. Mail Charity Ball invitations. June board meeting with investment portfolio review.

July

Business and D&O insurance premium payments. Finalize Charity Ball auction items by July 1. NWDOS meeting.

August

OOA stethoscope presentations to medical students (prepare presentation; coordinate with OOA; travel to Tulsa and Tahlequah). Enid Charity Ball. August board meeting: Charity Ball recap, strategic planning / program evaluation.

September

Executive Committee: health insurance options review and executive/consultant evaluation. Finance Committee: financial needs and draft budget. NWDOS meeting.

October

October board meeting: annual evaluation; approve next year’s budget.

November

Thank-you letters to Charity Ball donors. Begin drafting annual report. Begin scholarship promotion to area high schools and OSU medical students. NWDOS meeting. Select and purchase Christmas gifts for board members, medical students, and residents.

Ongoing

Welcome boxes to medical students (monthly). Bills, deposits, payroll (every other week). Financial review vs. budget (monthly). QuickBooks information to accountants (monthly). Quarterly tax obligations. Physician shadowing and MCAT prep assistance (as needed). Monthly meetings: residency program director, OSU medical student coordinator, CSCF, Human Services Commission; ERDA Healthcare Committee as needed. Student pipeline communication (monthly). Board updates (every other month); Board President communication (twice monthly). Board minutes and packets per meeting cycle. Social media 2–3× weekly; website updates as needed.