Rural and Remote Division of Family Practice (RRDFP) is seeking proposals from qualified consultants or firms to support the Board of Directors in clarifying and documenting the Executive Director job description, developing an appropriate executive compensation philosophy/framework, and designing a robust performance evaluation approach for the Executive Director.

The work arises from Board-approved direction to update the Executive Director evaluation and compensation frameworks and to support development of SMART (Specific, Measurable, Achievable, Relevant and Time Bound) goals for the upcoming performance cycle.

Context

Divisions of Family Practice are community-based groups of family physicians working together to improve patient care. They collaborate with community and health system partners at local, regional, and provincial levels to strengthen the voice and impact of family physicians in health care delivery and policy.

Launched in 2009, the Divisions of Family Practice initiative has grown to include 36 divisions representing more than 230 communities across British Columbia. This includes the RRDFP, which is the subject of this RFP. The initiative is funded by the Family Practice Service Committee (FPSC), one of four joint collaborative committees representing a partnership between the Province of BC and Doctors of BC.

Established in 2012, RRDFP supports more than 150 physicians and nurse practitioners across 12 chapters, serving over 100 communities, including more than 60 Indigenous communities. The Division works in partnership with four geographic Health Authorities and the First Nations Health Authority, supporting care for approximately 140,000 patients across a large and geographically dispersed area.

RRDFP’s mission is to empower rural and remote primary care providers by connecting them with resources, improving well-being, reducing professional isolation, and fostering innovation to advance equitable and culturally safe care.

RRDFP operates within a uniquely complex environment, characterized by province-wide, multi-chapter governance; deep and ongoing relationships with Indigenous communities and the First Nations Health Authority; and a highly distributed membership. This context significantly distinguishes both the organization and the Executive Director role from those in more typical urban or regionally based divisions.

Proponents should demonstrate an understanding of rural and remote health care contexts, multi-jurisdictional governance, and the relational aspects of working with Indigenous communities and diverse health system partners.

Governance and Reporting Structure

Oversight of the Executive Director is a core responsibility of the Board of Directors. The Board has delegated responsibility for retaining and overseeing this consulting engagement to its Executive Committee. Under this structure:

The consultant will be retained by the Board, with the Executive Committee serving as the Board’s designated and primary point of contact for the engagement.
The Executive Committee will provide direction on scope, priorities, and deliverables, and will review interim and final outputs.
The Executive Director will participate in an advisory and contributory capacity (e.g., providing operational context, participating in interviews, offering feedback on feasibility) but will not direct or approve the scope, methodology, or recommendations of the engagement.

Objectives of the Engagement

The objectives of this engagement are to:

Clarify and document the Executive Director job description, including the role’s purpose, key responsibilities, and accountabilities to the Board.
Review and recommend an executive compensation philosophy and framework that are appropriate to the organization’s size, mandate, and context (e.g., salary banding approach, market positioning, relevant comparators, and governance roles in compensation decisions).
Review and recommend an Executive Director performance evaluation framework, including:
- evaluation criteria and dimensions; o process steps and timing;
- roles of Board, Executive Committee, and Executive Director; and o documentation and record-keeping expectations.
Support the establishment of SMART goals for the Executive Director for the next feasible performance cycle, recognizing that the target timeline of fiscal 2026/27 (April 1 to March 31) is not achievable.
Provide the Board with clear, governance-focused recommendations that can inform decisions regarding Executive Director oversight, performance management, and compensation.

Scope of Work

While the consultant is invited to propose a preferred methodology, the scope of work is expected to include:

Document and context review o Review of relevant internal governance and organizational documents (e.g., bylaws, Board policies, strategic plan, existing ED job description, current evaluation forms or processes, current compensation structure or policies).

Brief orientation from the Executive Committee on governance expectations and decision-making context.

Executive Director job description o Assessment of the current Executive Director job description in relation to how the role is currently carried out and the organization’s evolving operating context (e.g., increased complexity of funding agreements, broad geographical scope, changing stakeholder expectations). o Identification of gaps, overlaps, or areas requiring clarification between the documented job description and the actual expectations of the role. o Development of a draft Executive Director job description for Board consideration.
Compensation philosophy and framework o Review of the current or proposed compensation approach for the Executive Director. o Identification of key design choices such as internal equity, the structure of the total compensation package (salary, benefits, vacation, pension, time-in-lieu, etc.), and movement within a salary band. o Alignment of compensation with the scope, responsibilities, and accountabilities set out in the Executive Director job description, rather than job title alone. o Assessment of external competitiveness using appropriate comparator data and the policy directions of the Family Practice Services Committee (FPSC). o Consideration of the organization’s overall budget and ability to pay, including the need to balance appropriate compensation for the role with the financial capacity and priorities of RRDFP specifically. o Development of a draft compensation philosophy and/or framework for Board consideration, including high-level guidance on how the Board should exercise its responsibilities in this area.
Performance evaluation model

o Review of current practices for evaluating the Executive Director.

o Recommendations for an evaluation framework, including:

evaluation criteria and alignment with organizational strategy and values;
process steps, timelines, and roles (Board, Executive Committee, Executive Director);
recommended tools or templates (e.g., annual evaluation form, Board feedback mechanisms).

5. SMART goal-setting approach o Advice on an approach to annual goal setting for the Executive Director that appropriately reflects Board oversight and organizational priorities. o Development of:

a set of draft SMART goals for the upcoming performance cycle, and
a goal-setting framework and templates that the Board and Executive Director can use together moving forward.

6. Recommendations and presentation o Preparation of a written report summarizing findings, options where appropriate, and recommendations.

Presentation of findings and recommendations to the Executive Committee and/or full Board (virtual).

Deliverables

Key deliverables over the course of the engagement are expected to include:

An initial project work plan, developed following contract award, outlining methodology, information requirements, key milestones, and meetings.
A draft Executive Director job description or role framework for review by the Executive Committee and Board.
A draft Executive Director compensation philosophy and framework for review by the Executive Committee and Board.
A draft Executive Director performance evaluation framework, including recommended process design, timelines, and roles.
A SMART goal-setting approach, including supporting tools or templates and, if feasible within the engagement timeline, draft goals for the next performance cycle.
A final written report consolidating findings, recommendations, and final proposed frameworks and tools.
A presentation or briefing to the Executive Committee and/or Board on key findings and recommendations.

Proponents may suggest adjustments or enhancements to this deliverable list, provided the overall governance intent and core outputs of the engagement remain intact.

Consultant Qualifications

Proposals should demonstrate:

Relevant experience in executive compensation benchmarking and job design, as well as performance evaluation frameworks and goal-setting for a sole senior executive reporting to a Board.
Strong understanding of nonprofit governance, including Board-Executive Director relationships and role clarity.
Ability to work effectively in a governance-sensitive environment, balancing independence with constructive engagement with both the Board and Executive Director.
Understanding of RRDFP’s context, including rural and remote service delivery, distributed membership, and multi-stakeholder health system dynamics.
Experience working with mission-driven or resource-constrained organizations; familiarity with Divisions of Family Practice or comparable sectors is an asset.
Strong facilitation, consultation, and communication skills.
Disclosure of any actual or potential conflicts of interest.

Proposal Requirements

Proposals should be concise and include, at minimum:

Overview of the proponent o Firm or consultant profile, including size, location, and core areas of practice.

Key consultant(s) proposed for this engagement (with brief bios or CVs).

Relevant experience o Examples of similar engagements completed in the last 5 years, particularly:
- executive performance evaluation and compensation work in a nonprofit setting; and
  - board governance advisory work related to a sole-senior executive model.
Proposed approach and work plan o Description of proposed methodology and key phases. o Anticipated activities (e.g., document review, interviews, workshops).
- Proposed timeline and key milestones.
Team and roles o Names and roles of people who will work on the engagement.
- Estimated level of effort (e.g., days/hours) by role.
Fees and expenses o Proposed fee structure (fixed fee, not-to-exceed, or hourly with an estimated range). o Breakdown of professional fees and anticipated expenses.
- Assumptions underlying the estimate (e.g., number of meetings, expected preparation). o The Board anticipates a total project budget to a maximum of $20,000 (exclusive of taxes), subject to refinement based on the final scope and approach. Proponents are invited to propose a fee structure and work plan that provides best value within this range
References o At least two references from recent clients for comparable work (ideally board-level governance or executive evaluation/compensation projects in the nonprofit sector).

Timeline

RFP issued: June 1, 2026
Proposal submission deadline: June 22, 2026
Expected selection decision: July 3,2026
Anticipated start of engagement: July 20, 2026
Desired completion of engagement: October 13, 2026 The Executive Committee may adjust these dates as required.

Evaluation Criteria

The following criteria and weightings will guide the Board’s evaluation of consultant proposals. Proponents should ensure their submissions address each criterion explicitly, as scores will reflect both the quality of evidence provided and the degree of alignment with RRDFP’s governance context and project needs.

Criterion

Weight

What the Board Will Look For

1. Understanding of assignment and organizational context

20%

Demonstrated grasp of RRDFP's unique rural and remote structure, including its multi-chapter, provincewide scope, dispersed membership, Indigenous community relationships, and multi-health-authority environment. Evidence that the proponent understands why this ED role differs materially from that of a typical urban or regional Division.

2. Relevant experience: executive compensation and job design

20%

Documented experience (within last 5 years) conducting executive compensation benchmarking and job description development in the nonprofit or public sector, with specific examples. Experience with missiondriven or resource-constrained organizations is preferred.

3. Relevant experience: ED performance evaluation and governance

20%

Documented experience designing performance evaluation frameworks and SMART goal-setting processes for a sole senior executive, reporting to a volunteer Board of Directors. Familiarity with governance best practices around Board-ED relationships, including appropriate role separation.

4. Soundness and practicality of proposed approach

15%

A clear, realistic, and well-sequenced work plan that delivers all required deliverables within the anticipated budget range. The methodology should be practical for a small nonprofit with limited board and staff capacity to support the engagement.

5. Ability to work effectively in a governance-sensitive context

10%

Evidence of skill in navigating the dynamic between a volunteer Board and an Executive Director, including maintaining consultant independence while working constructively with both parties. This project is boarddirected, and the ED plays an important consultative role. References or examples demonstrating this capacity are strongly valued.

6. Familiarity with Divisions of Family Practice or comparable sector

10%

Knowledge of the Divisions of Family Practice model, FPSC policy directions, or comparable BC health sector nonprofit governance contexts. While not required, this experience would meaningfully reduce the orientation burden on RRDFP.

7. Value for money

Reasonableness of proposed fees relative to the scope, level of effort, and qualifications of the team. Total-cost transparency (fees, expenses, assumptions) and bestvalue narrative.

Submission Instructions

Proposals should be submitted electronically in PDF format to:

Contact: Brenda Dusome (on behalf of the Executive Committee, Rural and Remote Division of Family Practice)
Email: rrdfpexec@execs.com
Subject line: “RFP – Executive Director Job Description, Compensation, and Evaluation” Proposals must be received no later than June 22, 2026. Late submissions may not be considered.

Questions regarding this RFP should be directed in writing to the contact above by June 15, 2026.

Confidentiality and Conflict of Interest

All information provided through this RFP and in the course of the engagement is to be treated as confidential and used solely for the purpose of responding to this RFP and, if selected, performing the engagement.

Proponents must disclose any real, potential, or perceived conflicts of interest, including:

current or recent engagements with the organization or its Executive Director; and
any relationships that could reasonably be seen as affecting independence in providing advice to the Board.

The Board reserves the right to decline to engage any proponent where conflicts of interest cannot be acceptably managed.

Reservation of Rights

RRDFP reserves the right to:

accept or reject any or all proposals;
request clarification or additional information from proponents;
negotiate scope, timelines, and fees with the preferred proponent; and
cancel or amend this RFP process at any time.

Original Ad

Required career level

Experienced (Non Manager)

Required languages

English

Required skills

Governance Review
Organizational Review
Evaluation
Assessment
Consultation
Research
Reporting
Communications