121963 O3 Public Support Ventures File 2 of 4.pdf

State of Nebraska Department of Labor Request for Call Center Support for Unemployment Insurance Services Broadening the Community Access and Resource Education (CARE) Center to Support the NDOL UI Call Center Services

Response to RFP 121962 O3 Due Date: June 27, 2pm CST

Public Support Ventures

Table of Contents Table of Contents

1. Corporate Overview

a. Bidder Identification and Information

b. Financial Statements

c. Change of Ownership

d. Office Location

e. State Contract History

f. Employee Relationship Disclosure

g. Contract Performance Disclosure

h. Summary of Corporate Experience

(a) Contact Center for renters facing displacement through CO Division of Housing

(b) Marshall Fire Rebuild Program Case Study

(c) City of Denver Temporary Rental & Utility Assistance Program Case Study:

i. Summary of Personnel/Management Approach

j. Subcontractors

2. Technical Response

a. Understanding of business requirements

b. Detailed project work plan

c. Deliverables and due dates

1. Corporate Overview

a. Bidder Identification and Information

Public Support Ventures, LLC (PSV) is a subsidiary corporation of The Community Firm, a Colorado-based 501C3, headquartered at 1600 N Downing St, Denver, Colorado, with significant corporate experience and management abilities. The Community Firm and its subsidiary PSV operate contact centers for state and local government through a brand called the Community Access and Resource Education Center (CARE Center, CARECenter.us). The Community Firm also operated under trade names (Community Economic Defense Project, Colorado Stability Fund, CEDP, COVID-19 Eviction Defense Project).

NDOL is seeking a call center partner who can meet a specific and high-stakes set of needs: rapid response to time-sensitive Unemployment Insurance (UI) inquiries, multilingual service delivery, and measurable improvements to accessibility and resolution rates. With over 70,000 inbound calls projected annually–many from residents navigating stressful economic transitions–NDOL requires a vendor that brings proven operational readiness, empathy-centered service, and KPI-driven performance management.

The CARE Center was built to meet these challenges at scale. We manage call centers with live phone support, script-based triage, and structured escalation pathways for a variety of programs. Our model emphasizes single-contact resolution, multilingual access (including live Spanish-speaking agents and 100+ languages via interpretation), and active QA oversight–all directly in line with NDOL’s expectations. Further, we have direct experience with Unemployment Insurance systems through our dozens of case managers, managing comparable tech systems including tickets and applications, successfully managing escalations and complexity. Our Nebraska-rooted leadership and experience delivering live agent services for complex government benefit programs across more than 400,000 contacts per year make us uniquely prepared to partner with NDOL.

Our CARE Center was recognized by the Colorado Governor’s Operations Cabinet as best-practice for its low hold times and strong user feedback, and is grounded in four key principles:

(1) Community: Tailoring support to each person’s needs and preferred communication method–primarily voice, with supplementary options for chat, text, or email.

(2) Access: Maintaining reliable availability and multilingual support, with real-time responsiveness and issue tracking.

(3) Resource: Prioritizing one-contact resolution and clear pathways to escalation, minimizing transfers and rework, especially for live calls.

(4) Education: Equipping residents with straightforward information and self-help tools to reduce call frequency and enhance trust.

Below is a summary of PSV’s legal and organization information, submitted in accordance with Section VI.A.1 of the RFP:

http://carecenter.us

● Legal name: Public Support Ventures, LLC

● Subsidiary of: The Community Firm

● Address: 1600 N Downing St., Suite 200, Denver CO 80218

● Telephone: (720) 780-5671

● Email: info@carecenter.us

● Federal tax ID: 83-0953543

● State of incorporation: Colorado

● Nonprofit status: 501(c)(3)

We understand you have many options for call center services, and we want to highlight our deep connections to Nebraska. Our CARE Center leader Kirby Rising, a Nebraska native is proud to be leading our call-center bid. CEDP is a regional organization with staff in Colorado, Nebraska, and New Mexico.

We are proud to have staff from and based in Nebraska, ensuring a deep understanding of the local community.. As a Nebraska native with family still residing in Seward and Sutherland, Kirby, for example, brings a deep appreciation for the values and work ethic of Nebraskans, along with a strong commitment to delivering high-quality, timely support to the state’s residents. An attendee of Concordia University Seward and graduate of Chadron State College, Kirby’s Nebraska upbringing has shaped his dedication to public service and his commitment to ensuring a seamless and respectful experience for all residents.

b. Financial Statements

We have attached audited financial statements for the Community Firm from 2022 and 2023. The 2024 financial audit is ongoing and statements can be provided upon completion. Public Support Ventures, LLC was formed in 2025.

c. Change of Ownership

No change in ownership or control of PSV is anticipated during the twelve months following the solicitation response due date.

d. Office Location

Should PSV be awarded the contract with the State of Nebraska, call center operations could be provided at 1600 N Downing St 6th Floor, Denver, CO 80218, with significant leadership provided by our Nebraska-based team members. We are also willing to rent and outfit an office for our call center operations in Nebraska if awarded.

e. State Contract History

Neither PSV nor any other parties named in PSV’s solicitation response have had any contracts with the State of Nebraska over the previous 5 years.

mailto:info@carecenter.us

f. Employee Relationship Disclosure

Neither employees of PSV nor any other parties named in PSV’s solicitation response have been employed by the State of Nebraska over the previous 5 years.

g. Contract Performance Disclosure

PSV has not had any contracts terminated for default, convenience, non-performance, non-allocation of funds, or any other reason in the past 5 years.

h. Summary of Recent Corporate Experience

Project Name / Client

Type of Program

Contract Term

Volume Outcomes & KPIs

Contact Reference

ERAP / CERA

– CO Dept. of Local Affairs

Emergency Rental Assistance

3 years (ongoing)

Calls:

100,000- 400,000 / year Agents:

10.5

50% reduction in hold & talk times

88% CSAT

5,000 + warm transfers

Maria Stein – Program Manager at the State of Colorado Department of Local Affairs, (585) 953-7573, maria.stein@state.co.us

EMAP – CO

Dept. of Local Affairs

Emergency Mortgage Assistance

3 years (ongoing)

Calls:

9,000/ year Agents:

Marshall Fire Rebuild – CO Dept. of Local Affairs

Disaster Recovery / Grant Support

1 year Calls:

14,000 / year Agents:

14-day launch timeline 562 HHs supported $4.6M disbursed

Tim Katers - Financial Assistance Manager at the State of Colorado Department of Local Affairs, (303) 863-7756, tim.katers@state.co.us

TRUA – City of Denver

Rental & Utility Assistance

2 years (ongoing)

Calls:

27,000 / year Agents:

4.5

30% reduction in time to resolution Accurate court doc triage Multi-channel success

Melissa Thate - Director of Housing Stability at the City of Denver,

(720) 913-1702, melissa.thate@denvergo v.org

Summary of experience:

NDOL has articulated a clear set of priorities for this call center partnership: reduce claimant frustration through timely and accurate support, maintain key performance indicators (ASA, AHT, CSAT), ensure equitable language access, and limit unnecessary transfers through effective triage. Public Support Ventures has met these same challenges across multiple government programs–supporting more than 400,000 resident interactions through call centers serving renters, displaced households, and benefit applicants. The three examples below demonstrate our ability to launch high-volume, multilingual call centers with measurable success and strong alignment to NDOL’s service expectations.

(a) Contact Center for renters facing displacement through CO Division of Housing

This case study demonstrates the CARE Center’s ability to operate a high-volume, SLA-driven, multi-channel contact center with urgency, adaptability, and performance discipline – directly aligning with the Nebraska Department of Labor’s goals for a responsive, metrics-driven UI call center.

Project and Objective: In 2022, as eviction rates and demand for emergency assistance dramatically increased in Colorado and the state’s existing provider was failing to meet the need, PSV launched the CARE Center. The CARE Center had several objectives to respond to immediately:

● Seamlessly take over a call center mid-week that was failing to meet metrics

● Build a receptionist style system for Coloradans in emergency need for emergency assistance with referrals to other non-profit agencies

● Integrate court look-ups into call center system

● Provide omni-channel services to 10,500 weekly outreaches and reduce the number of repeat calls

● Offer services in multiple languages to inbound callers

● Reduce hold times from 30 minutes to 10 minutes or less

● Maintain talk times under 10 minutes

● Implement customer satisfaction scores and reach a minimum of 4.0 (out of 5.0) satisfaction

Complexity of the Task: The CARE Center took over a system plagued with significant operational challenges, compounded by a massive increase in volume. During the middle of the week, the CARE Center had to assume a call center that had 30 minute hold times and more than 10,000 contacts each week. Despite periods of high call volume, the goal was to reduce hold times within one week while also prioritizing emergency calls, verifying legal documentation, and providing multi-lingual assistance. Over time, the system was expected to make warm transfers to other agencies and additional resources. The contract later required us to implement an SMS text tool and halve hold times again, even with double the volume.

Results: Despite the complex operational requirements, the CARE Center achieved remarkable success.

It successfully managed over 400,000 contacts annually while maintaining a 4.4 (out of 5.0) customer satisfaction rating–driven by a 90% single-contact resolution rate, a 30% reduction in repeat callers, and over 5,000 warm transfers. When asked to reduce contact time within a week–each time, the CARE Center was able to meet new needs and decrease average handle time by over 50%. The implementation of an efficient contact approach, the addition of the text tool, and the prioritization of emergency escalations proved highly effective in addressing the urgent community needs–enabling the CARE Center to cut hold and talk times in half, even amid rising contact volumes. This high-performing contact model https://coloradosun.com/2021/06/10/colorado-horne-contractor-housing-rent-assistance/ supported the distribution of hundreds of millions of dollars in state assistance and helped provide tens of thousands of evictions, underscoring its impact on both efficiency and outcomes.

Relevance to NDOL UI Call Center: The CARE Center’s performance directly maps to NDOL’s objectives. While the CARE Center manages nearly twice the call volume of the projected 70,000 annual UI contacts, it shares key challenges: the need for rapid stand-up, prioritization of high-stakes cases, and KPI-focused performance. The CARE Center’s experience reducing ASA and AHT under pressure, introducing new technologies mid-contract, and providing multilingual, trauma-informed support demonstrates readiness to deliver a UI call center that is efficient, accessible, and compliant with the State’s service expectations.

(b) Marshall Fire Rebuild Program Case Study

The Marshall Fire Rebuild Program case study highlights the CARE Center’s ability to rapidly deploy a fully operational, omni-channel call center with an effective tiered support structure – a strength that directly supports NDOL’s need for structured triage, timely service delivery, and scalable surge capacity.

Project and Objective: In response to the devastating Marshall Fire disaster in December 2021, local emergency responders stood up in house contact systems that failed to meet local needs. Service provision organizations were overwhelmed by calls and paperwork. In late 2022, the CARE Center was tasked with rapidly establishing an efficient contact center capable of providing immediate, accurate support to affected residents. Objectives included:

● Setting up a receptionist-style service to answer FAQs and direct high-complexity issues

● Supporting basic document and application assistance for recovery grants

● Expanding to five additional funding programs within the first year

Complexity of the Task: The CARE Center was required to mobilize with exceptional speed, launching a fully operational contact center within just two weeks of receiving the contract.This involved setting up communication channels (primarily phone), developing a knowledge base, training staff, and creating processes for application support and document assistance under intense time pressure. Our job was to run interference: we had to answer as many questions as possible, support on basic tasks, and transfer complex cases to agencies with more expertise. The subsequent expansion to five additional grant and loan programs further increased the complexity, requiring additional training and resources. Handling 14,000 contacts over a year and aiding in the distribution of $4.6 million in recovery funds across more than a dozen grants added to the logistical and administrative challenges.

Results: The CARE Center successfully established the contact center within the required two-week timeframe and dramatically reduced the burden on agencies with expertise. With single-call resolution, the stuck program became unstuck as experts–not unlike NDOL employees–could do their jobs rather than answer inquiries. The program effectively managed 14,000 contacts and aided 562 households (representing over 1300 individuals) with $4.6 million in recovery efforts. The ability to quickly launch and efficiently manage this program, despite its complexity and urgent nature, underscores the CARE Center’s operational capabilities and responsiveness in high-pressure situations.

Relevance to NDOL UI Call Center: NDOL’’s UI call center will require a high-performing tiered service model, balancing fast responses to common questions with efficient hand-offs of complex claims and appeals. The CARE Center’s experience in deploying this type of system under disaster response conditions shows its ability to quickly operationalize new logic, reduce backlogs, and stabilize high-stakes systems. While smaller in total volume than NDOL’s anticipated ~70,000 calls, this case proves the CARE Center can build systems that perform logically under pressure and scale, guided by leadership with a strong understanding of community needs, like Kirby Rising.

(c) City of Denver Temporary Rental & Utility Assistance Program Case Study:

This case study demonstrates the CARE Center’s ability to manage a multi-channel contact center that handles legal documents, provides live application updates, and integrates chat support – all critical functions for a modernized UI call center environment.

Project and Objective: In 2023, the City of Denver's Department of Housing Stability (HOST) partnered with the CARE Center to address a critical need for application update assistance for their Temporary Rental & Utility Assistance Program. The core objective was to quickly implement an effective contact management solution, providing residents with timely updates, information about court systems, escalations for the most complex cases, and ensuring a seamless application process for rental and utility aid. The call center was designed to review and explain court documents and provide resolution so aid-administering agencies could complete their work without major interruption.

Complexity of the Task: The CARE Center was tasked with rapidly deploying a new system to manage a substantial volume of calls and chats. Managing 20,000 contacts annually demanded a robust infrastructure and well-trained personnel capable of handling inquiries efficiently and accurately. The system needed to be scalable and adaptable to potential variations in demand.

Results: The CARE Center successfully implemented a solution that effectively manages the significant volume of inquiries for Denver's Temporary Rental & Utility Assistance Program. The program now handles 22,000 calls and 2,500 chats per year, clearly demonstrating the CARE Center’s capability to manage contact volumes at this level. The CARE Center provided timely application updates and assistance to residents, distributing $15.7M to over 2,500 households.

Relevance to NDOL UI Call Center: Many UI claimants face time-sensitive deadlines tied to legal documentation (e.g., determination notices, appeals). The CARE Center’s ability to handle legal documents, communicate clearly with clients under stress, and manage real-time application inquiries will be critical in helping NDOL deliver high-quality, equitable service through live agent interactions.

Additionally, our successful deployment of chat and structured escalation logic previews our ability to help NDOL evolve toward self-service and digital-first pathways in future phases, while prioritizing immediate phone support.

i. Summary of Personnel/Management Approach

At the CARE Center, we deliver equitable access to public benefits through person-centered, high-performing contact centers. Our approach aligns closely with the NDOL’s goal of providing responsive, respectful, and efficient customer service, primarily through phone interactions.

At peak volumes, the CARE Center handled around ~400,000 contacts annually, providing single-call resolution and frontline assistance with housing, legal aid, emergency financial relief, application management, and other public programs. Our team of trained contact center agents, case navigators, quality assurance reviewers, and technical support staff are well-versed in live phone support.

Our call centers achieve:

● 90% single-contact resolution

● ~5,000 warm transfers annually

● An 88% satisfaction rating

The CARE Center’s system is designed to resolve the majority of inquiries during the first interaction, escalating only those that are complex, cross-agency, or require subject matter expertise–closely aligning with Nebraska’s goals for effective triage, performance accountability, and reduced workload for DOL staff.

Our CARE Center model, recognized by the Colorado Governor’s Operations Cabinet as best-practice for its low hold times and strong user feedback, is grounded in four key principles: Community, Access, Resource, and Education (further defined in the section a. Bidder Identification and Information.)

We’ve successfully implemented features like multilingual IVR, structured escalation logic, and automated status updates–tools that improve claimant experience, reduce repeat calls, and help meet UI-specific contact center goals such as rapid answer times, minimized handle time, and high customer satisfaction.

If awarded the contract, the CARE Center will deploy its existing, experienced CARE Center team to support the NDOL Contact Center, with key oversight from our Nebraska-native Vice President of Program Operations, Kirby Rising. This team brings an average tenure of over two years with 40% of the team being bilingual in English and Spanish – significantly higher than industry norms – reflecting strong retention and program consistency.

The CARE Center’s staffing strategy emphasizes stability, experience, and alignment with the public service mission of Unemployment Insurance. We recognize that call center performance is deeply tied to workforce continuity and cultural fit–and that claimants deserve to speak with agents who are knowledgeable and invested in delivering a respectful experience.

To that end, the CARE Center has implemented a highly selective hiring process that prioritizes candidates with public-sector, customer service, or housing and benefits backgrounds. All agents go through structured scenario-based interviews and shadowing prior to hire.

The CARE Center has a competitive and selective recruiting process. Unlike other call centers, the CARE Center is a nonprofit, which allows us to recruit a more stable, higher-quality workforce than typical call centers paying near-minimum wages. Our nonprofit structure enables us to accept lower margins and reinvest in service quality, allowing us to offer living wages and employer-sponsored benefits that support long-term retention and strong performance–especially in high-touch, public facing roles. Our compensation model exceeds typical entry-level call center rates and is coupled with access to benefits and clear advancement pathways. As a result, our average contact center agent tenure exceeds two years, which is significantly longer than industry norms in high-volume call centers.

From the NDOL UI perspective, this means lower onboarding risk, deeper institutional knowledge, and a team that can ramp quickly with minimal attrition, led by a team that understands the Nebraska context.

Our team’s existing familiarity with public benefits, documentation standards, and trauma-informed service delivery provides a strong foundation for delivering consistent, KPI-driven support to Nebraska claimants.

The CARE Center’s training program is managed by our Learning and Development Lead and overseen by senior supervisory staff. The CARE Center’s staff are trained to provide respectful, trauma-informed communication and work within clearly defined escalation pathways. Training methods include:

● Role-playing complex or ambiguous situations

● Call listening and review

● Live practice sessions focused on phone interactions

● Conflict resolution and de-escalation module

● UI-specific knowledge areas (eligibility, documentation, appeals)

We use Google Meet for live sessions and Absorb LMS for asynchronous modules. All training materials will be submitted to NDOL for review and approval.

Key personnel:

Name Role Responsibilities

Aly DeWills-Marcano Director of Customer Care Oversees day-to-day operations, manages KPIs, interfaces with NDOL

Carla Caltabiano Call Center Supervisor / Quality Assurance

Oversees daily agent performance, conducts live QA reviews, enforces protocol adherence, and ensures KPI compliance

To be named within 2 weeks of award

Call Center Agents Handles calls, provide Tier 1 support, triage issues

Elaine French Senior Development & Data Analyst

Oversees quality reporting

Elaine Jackson Training & Onboarding Lead

Oversees agent training, live practice sessions, LMS content

Jayda Zeller Cybersecurity & IT Support Specialist

Provides oversight and support on security

Miles Tonini Technical support and Systems Management – Call Center

IVR, CRM tagging, escalation tools

Kirby Rising Vice President of Program Operations

Oversees implementation timeline, compliance with RFP terms, bringing a Nebraska perspective to all operational decisions

Sam Gilman Chief Executive Officer Maintains executive relationship, ensures alignment with NDOL mission

Note: Resumes for all named personnel are attached per RFP guidelines; all CARE Center employees have been hired under the Community Economic Defense Project. Any change to this roster post-award will be submitted to NDOL for approval.

j. Subcontractors

PSV does not plan to subcontract any part of its performance.

2. Technical Response

a. Understanding of business requirements The Nebraska Department of Labor (NDOL) is seeking a responsive, high-performing call center vendor to support its Unemployment Insurance (UI) Division in handling an estimated 71,000 inbound calls annually. This includes over 5,000 calls from non-English speakers and approximately 9,000 scheduled callbacks. The vendor will be responsible for delivering timely, respectful, and accurate assistance to individuals navigating UI services, ensuring high-quality interactions that reduce repeat contacts, maintain strong claimant satisfaction, and comply with all documentation and retention requirements.

The CARE Center understands the critical role this call center will play in helping Nebraskans during economic transitions, and we are prepared to provide a seamless, primarily phone-based service experience from day one. Our team has extensive experience operating call centers for state and local agencies, including UI-adjacent programs such as rental assistance, disaster response, and court-related services. These programs have required us to balance compassionate service with accuracy, volume responsiveness, and technical integration, all with a strong focus on direct client communication.

We are fully equipped to meet NDOL’s stated goals, including:

● Answering 98% of calls between 8:00 AM and 5:00 PM CST

● Maintaining an average speed to answer (ASA) of ≤ 3 minutes

● Keeping abandonment rates ≤ 10% and repeat caller rates ≤ 20%

● Achieving a customer satisfaction score (CSAT) of ≥ 85%

● Supporting scheduled callbacks, multilingual access, and CRM documentation

Multilingual capability

50%+ of the CARE Center’s agent workforce is fluent in English and Spanish, ensuring we can serve Nebraska’s diverse population. In cases where other languages are needed, we use simultaneous interpretation services to support real-time translation.

Staffing model and training

The CARE Center’s staffing approach is designed for liability and scale. We maintain a core team of experienced agents trained in trauma-informed, equity-centered service delivery, with a particular emphasis on effective phone communication. For NDOL, we will provide six agents (including Spanish-speaking staff), a dedicated supervisor, and QA oversight, all overseen by our Nebraska-rooted leadership. We will tailor training materials in collaboration with NDOL, including UI-specific scripts, intake protocols, and documentation standards, with a strong focus on phone-based interactions.

Technology and reporting readiness

Our team will integrate with NDOL’s NEworks system and configure IVR flows that are ADA-compliant and optimized for efficient call routing. All calls will be recorded and logged according to data retention standards. We also offer real-time performance dashboards and monthly KPI reporting aligned with NDOL’s SLA requirements, ensuring full transparency in our call center operations.

Launch plan

The CARE Center is prepared to go live on October 1, 2025 with a fully trained team and integrated call-centric infrastructure, guided by the practical understanding of our Nebraska leadership. We have included a detailed work plan outlining the steps for staffing, systems integration, script development, pilot testing, and performance monitoring. We have experience completing similar implementations on time for government clients and understand the urgency and sensitivity required for UI programs.

We look forward to bringing our proven call center expertise to NDOL’s UI program and ensuring that Nebraskans can access timely, respectful, and informed support at a critical time in their lives.

b. Detailed project work plan Phase 1: Kick off

1.1 NDOL Engagement

● Kickoff meeting scheduled for September 12, 2025, immediately following award, with Kirby Rising playing a key role in ensuring alignment with Nebraska’s values

● Alignment on scope, escalation protocols, performance expectations, and reporting cadence

● Finalize staffing plan and hiring timeline with NDOL input

● Milestone: Kickoff completed and mutual workplan finalized – September 12, 2025

Phase 2: Systems Integration

2.1 Core Platforms

● Confirm IVR call flows, CRM tagging, and security protocols – September 11-18

○ IVR and digital channels will be ADA compliant

● Configure API integration with NEworks or other relevant state systems

● Conduct system tests and simulate key call types, focusing on efficient call handling

● Milestones:

○ IVR/CRM/call routing configuration complete – September 18, 2025

○ First successful system test call – September 27, 2025

2.2 Information Security & Compliance

● HIPAA-compliant infrastructure

● Role-based access and audit logs

● Secure hosting, encrypted voice logs

● Milestone: NDOL-specific security protocols confirmed – September 18, 2025

2.3 Communication

● Real-time alerts for issue escalation and hot topics (e.g., system outages)

● Milestone: Escalation and alerting system reviewed with NDOL – September 27, 2025

Phase 3: Staff Training & Script Development

3.1 Staffing Status for NDOL UI Contract

● Existing UI call center agents are already hired, bringing a valuable experience to serving Nebraskans

● Hire and onboard additional agents – September 11-26

● Assign dedicated NDOL supervisor, QA specialist, and tech liaison

● Milestone: All staff hired and onboarded – September 26, 2025

3.2 Training timeline

● September 15-19: Training curriculum developed with NDOL input

● September 22-26: Staff training and mock call sessions

● September 29-30: Final QA check and readiness validation

● Milestones:

○ Training curriculum finalized – September 19, 2025

○ Full team readiness confirmed – September 30, 2025

3.3 Script Development & Agent Protocols

● Develop UI-specific scripts collaboratively with NDOL (voice) – September 15-24

○ Includes greeting, intake, eligibility probing, documentation explanation, and escalation flows

○ Aligned with trauma-informed and equity-centered communication practices

● Integrate scripts into agent dashboards and CRM

● Milestones:

○ Script framework drafted and shared with NDOL – September 15, 2025

○ Final scripts delivered and loaded – September 24, 2025

○ Live script feedback loop and revision plan active – Ongoing post launch

Phase 4: Pilot Testing

4.1 QA Model

● 5% call sampling rate per agent, reviewed weekly

● Live call monitoring and asynchronous QA reviews

● Monthly scorecards and coaching for all agents

● Milestone: QA scoring system and rubric finalized – September 27, 2025

4.2 Workforce Management

● Real-time agent availability tracking

● Surge capacity protocols for peak periods (Monday mornings, post-holidays)

● Ongoing performance dashboards visible to NDOL

● Milestone: Workforce management systems activated – September 30, 2025

4.3 Pilot simulation and quality control

● Conduct supervised simulations for voice – September 26-30

● Monitor key metrics (ASA, AHT, CSAT, ACW)

● QA team completes live reviews and delivers agent feedback

● NDOL provided full access to dashboards and reports for review

● Milestone: Pilot testing complete and launch readiness confirmed – September 30, 2025

Phase 5: Full-scale implementation

5.1 Go-live and operational oversight

● Launch voice and CRM tracking – October 1, 2025

● Maintain all RFP-aligned KPIs:

○ ASA ≤ 3 min

○ AHT ≤ 10 min

○ ACW ≤ 1.5 min

○ CSAT ≥ 85%

○ Abandonment ≤ 10%

● Hold monthly operational check-ins / report outs with NDOL

● QA sampling and coaching initiated at launch

● Milestones:

○ Day 1 operational success metrics shared – October 2, 2025

○ First full KPI report delivered – November 1, 2025

Phase 6: Post-Go-Live Optimization

6.1 Channel tuning and UX improvements

● October 2025-December 2025: Monitor usage

● Refine scripts and escalation flows based on real usage

● Adjust CRM logic and routing logic for improved agent experience

● Milestones:

○ Updated post-launch scripting released – December 15, 2025

○ Cross-channel performance trends shared – January 10, 2026

c. Deliverables and due dates

Milestone / Deliverable Responsible Lead(s) Date

Kickoff meeting completed Kirby Rising, Aly DeWills-Marcano

Sept 12, 2025

IVR/CRM/cht/SMS configuration finalized Miles Tonini September 18, 2025

Security protocols verified Jayda Zeller, Aly DeWills-Marcano

September 18, 2025

Training materials and schedule finalized Elaine Jackson, Lisa Mares September 24, 2025

Script framework finalized Aly DeWills-Marcano, Lisa Mares

September 24, 2025

Staff hiring and onboarding complete Aly DeWills-Marcano September 26, 2025

Training and mock calls executed Aly DeWills-Marcano September 26, 2025

Pilot testing completed Aly DeWills-Marcano, Miles Tonini

September 30, 2025

Full Go-live implementation Aly DeWills-Marcano October 1, 2025

First KPI report delivered Elaine French, Aly DeWills-Marcano

October 7, 2025

Post-launch channel updates shared Aly DeWills-Marcano, Miles Tonini

Jan 10, 2026

The Community Firm dba Community Economic Defense Project

Independent Auditor’s Reports and Financial Statements

December 31, 2023 and 2022

The Community Firm dba Community Economic Defense Project Contents

Contents

Independent Auditor’s Report

Financial Statements

Statements of Financial Position

Statement of Activities – Year Ended December 31, 2023

Statement of Activities – Year Ended December 31, 2022

Statement of Functional Expenses – Year Ended December 31, 2023

Statement of Functional Expenses – Year Ended December 31, 2022

Statements of Cash Flows

Notes to Financial Statements

Supplementary Information

Schedule of Expenditures of Federal Awards

Notes to Schedule of Expenditures of Federal Awards

Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards – Independent Auditor’s Report

Report on Compliance for The Major Federal Program and Report on Internal Control Over Compliance – Independent Auditor’s Report

Schedule of Findings and Questioned Costs

Summary Schedule of Prior Audit Findings

Forvis Mazars, LLP is an independent member of Forvis Mazars Global Limited

Independent Auditor’s Report

Board of Directors The Community Firm dba Community Economic Defense Project Denver, Colorado

Report on the Audit of the Financial Statements

Opinion

We have audited the financial statements of The Community Firm dba Community Economic Defense Project (CEDP), which comprise the statements of financial position as of December 31, 2023 and 2022, and the related statements of activities, functional expenses, and cash flows for the year then ended, and the related notes to the financial statements.

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of CEDP, as of December 31, 2023 and 2022, and the changes in its net assets and its cash flows for the year then ended in accordance with accounting principles generally accepted in the United States of America.

Basis for Opinions

We conducted our audits in accordance with auditing standards generally accepted in the United States of America (GAAS) and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States (Government Auditing Standards). Our responsibilities under those standards are further described in the “Auditor’s Responsibilities for the Audit of the Financial Statements” section of our report. We are required to be independent of CEDP and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about CEDP’s ability to continue as a going concern within one year after the date that these financial statements are issued.

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Board of Directors

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS and Government Auditing Standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with GAAS and Government Auditing Standards, we:

Exercise professional judgment and maintain professional skepticism throughout the audit.

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of CEDP’s internal control. Accordingly, no such opinion is expressed.

Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.

Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about CEDP’s ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control-related matters that we identified during the audit.

Supplementary Information

Our audits were conducted for the purpose of forming an opinion on the financial statements as a whole.

The schedule of expenditures of federal awards as required by Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, is presented for purposes of additional analysis and is not a required part of the financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional procedures in accordance with GAAS. In our opinion, the schedule of expenditures of federal awards is fairly stated, in all material respects, in relation to the financial statements as a whole.

Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards, we have also issued our report dated September 26, 2024, on our consideration of CEDP’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements, and other matters.

The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of CEDP’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering CEDP’s internal control over financial reporting and compliance.

Denver, Colorado September 26, 2024

Statements of Financial Position

See Notes to Financial Statements 4

2023 2022

ASSETS

Cash 8,134,650$ 17,655,004$ Grants and contracts receivable, net 7,398,802 5,730,134 Right-of-use asset - operating lease 261,427 - Prepaid expense and other 333,343 266,583

Total assets 16,128,222$ 23,651,721$

LIABILITIES

Accounts payable and accrued expenses 253,691$ 386,420$ Operating lease liability 304,406 - Refundable advances 6,379,963 16,969,945 Term loan 3,000,000 3,000,000

Total liabilities 9,938,060 20,356,365

NET ASSETS

Without donor restrictions 4,440,986 3,107,896 With donor restrictions 1,749,176 187,460

Total net assets 6,190,162 3,295,356

Total liabilities and net assets 16,128,222$ 23,651,721$

Statement of Activities Year Ended December 31, 2023

See Notes to Financial Statements 5

Without With Donor Donor

Restrictions Restrictions Total

Revenues and Other Support Federal, state, and local contracts and grants 66,871,729$ -$ 66,871,729$ Contributions - financial assets 376,591 2,014,620 2,391,211 Contributions - nonfinancial assets - 64,800 64,800 Interest and other income 34,333 - 34,333 Net assets released from restrictions 517,704 (517,704) -

Total revenues and other support 67,800,357 1,561,716 69,362,073

Expenses Program services 64,255,267 - 64,255,267 Support services 2,212,000 - 2,212,000

Total expenses 66,467,267 - 66,467,267

Change in Net Assets 1,333,090 1,561,716 2,894,806

Net Assets, Beginning of Year 3,107,896 187,460 3,295,356

Net Assets, End of Year 4,440,986$ 1,749,176$ 6,190,162$

Statement of Activities Year Ended December 31, 2022

See Notes to Financial Statements 6

Without With Donor Donor

Restrictions Restrictions Total

Revenues and Other Support Federal, state, and local contracts and grants 82,644,220$ -$ 82,644,220$ Contributions - financial assets 1,524,874 187,460 1,712,334 Contributions - nonfinancial assets - 85,714 85,714 Interest and other income 82,089 - 82,089 Net assets released from restrictions 226,723 (226,723) -

Total revenues and other support 84,477,906 46,451 84,524,357

Expenses Program services 80,763,057 - 80,763,057 Support services 1,204,114 - 1,204,114

Total expenses 81,967,171 - 81,967,171

Change in Net Assets 2,510,735 46,451 2,557,186

Net Assets, Beginning of Year 597,161 141,009 738,170

Net Assets, End of Year 3,107,896$ 187,460$ 3,295,356$

Statement of Functional Expenses

See Notes to Financial Statements 7

Integrated Financial

Assistance and Household

Stability Mortgage Legal Disaster Public Policy Total Management Total Services Assistance Aid Relief and Organizing Program and General Fundraising Total Support Expenses

Direct client assistance 43,273,179$ 11,473,900$ 103,927$ -$ -$ 54,851,006$ -$ -$ -$ 54,851,006$ Salaries, benefits and taxes 5,206,268 400,013 1,916,938 607,624 440,351 8,571,194 1,297,054 - 1,297,054 9,868,248 Professional fees 165,496 2,793 49,416 - 117,290 334,995 270,809 8,708 279,517 614,512 Grants 40,000 - - - - 40,000 - - - 40,000 Office 4,231 598 92,031 - 5,523 102,383 82,396 7,671 90,067 192,450 Interest expense - - - - - - 64,800 - 64,800 64,800 Facility 5,100 - 9 - 20 5,129 119,172 - 119,172 124,301 Information technology 200,351 10,000 116,765 - - 327,116 315,733 - 315,733 642,849 Staff development and travel 926 480 20,245 - 1,793 23,444 45,657 - 45,657 69,101

Total expenses 48,895,551$ 11,887,784$ 2,299,331$ 607,624$ 564,977$ 64,255,267$ 2,195,621$ 16,379$ 2,212,000$ 66,467,267$

Program Services

Statement of Functional Expenses Year Ended December 31, 2022

See Notes to Financial Statements 8

Integrated Financial

Assistance and Household

Stability Legal Disaster Public Policy Total Management Total Services Aid Relief and Organizing Program and General Expenses

Direct client assistance 73,769,349$ -$ -$ -$ 73,769,349$ -$ 73,769,349$ Salaries, benefits and taxes 5,233,236 838,770 39,266 72,659 6,183,931 668,334 6,852,265 Professional fees 139,369 38,611 - 159,605 337,585 203,265 540,850 Office 45,140 3,841 - 9 48,990 225,809 274,799 Interest expense - - - - - 64,800 64,800 Facility 19,423 4,382 - 448 24,253 3,531 27,784 Information technology 330,738 63,422 - 3,556 397,716 12,017 409,733 Staff development and travel 34 1,126 - 73 1,233 26,358 27,591

Total expenses 79,537,289$ 950,152$ 39,266$ 236,350$ 80,763,057$ 1,204,114$ 81,967,171$

Program Services

Statements of Cash Flows Years Ended December 31, 2023 and 2022

See Notes to Financial Statements 9

2023 2022

Operating Activities Change in net assets 2,894,806$ 2,557,186$ Noncash operating lease expense 42,181 - Depreciation expense 5,644 5,107 Changes in

Grants and contracts receivable, net (1,668,668) (2,825,390) Prepaid expenses and other (72,404) (226,895) Accounts payable and accrued expenses (132,729) 284,212 Refundable advances (10,589,982) 14,094,474 Operating lease liability 798 -

Net cash provided by (used in) operating activities (9,520,354) 13,888,694

Net Increase (Decrease) in Cash (9,520,354) 13,888,694

Cash, Beginning of Year 17,655,004 3,766,310

Cash, End of Year 8,134,650$ 17,655,004$

Notes to Financial Statements

Note 1. Organization and Summary of Significant Accounting Policies

Nature of Operations

The Community Firm dba Community Economic Defense Project (CEDP) is a not-for-profit organization established to provide social services, public benefits, and policy change. Our mission is to partner with low income and working people to build economic and racial equity. We do this by providing emergency services, confronting economic abuse, and investing in community wealth. We use an ever-evolving set of legal, economic and advocacy tools to challenge and dismantle unjust systems, building quickly towards a world where all people have what they need to live and thrive.

Specifically, CEDP serves low-income Coloradans in partnership with legal aid organizations, social services providers, and organizations by and for BIPOC communities to ensure resources reach those at greatest risk of displacement with deference to local and cultural context. Founded as a community organizing and legal aid project known as the COVID-19 Eviction Defense Project, CEDP has evolved and broadened our mission to respond to our clients’ lived experiences of displacement. Three core principles drive our programs. (A) Payments should move faster than the displacement timeline. (B) All the wrap-around services a client might need should be integrated under one roof, so asking for help is not a full-time job. (C) services should be tied to community through integration with community organizations to ensure that people can equitably access services and that client voices are elevated to the policymaking table.

Integrated Financial Assistance and Household Stability Services

The Organization offers a fund that provides emergency financial assistance to renters facing eviction or displacement and homeowners facing foreclosure or displacement. In partnership with state and local government emergency assistance programs, CEDP qualifies renters facing eviction and displacement for benefits, and it issues quick, accurate financial assistance checks. Its emergency rental assistance program is designed to move faster than the eviction timeline, with capabilities to qualify tenants for benefits and issue payments in less than 24 hours when needed to stabilize a household. Since July 2022, CEDP has also managed the State of Colorado’s emergency intake system for renters and homeowners facing displacement. This intake system answers tenant calls about the assistance programs, features intake agents at courthouses across the state, and coordinates among service providers. Through this program, CEDP makes referrals to its own eviction prevention and homelessness and foreclosure diversion programs, and coordinates service delivery with other service providers across the state for household stability services and other needed benefits and services.

Legal Aid

Through CED Law, the Organization offers legal assistance to renters facing eviction in the state of Colorado.

Managed separately from the Financial Assistance and Household Stability Services Program, CED Law provides legal assistance to Coloradans facing eviction, foreclosure or struggling with consumer and housing debt burdens.

Depending on client need, attorneys provide advice, limited assistance representation, or full-service legal representation. CED Law also manages legal aid clinics alongside community partners and in courthouses across the state.

Disaster Relief

In late 2022, CEDP launched a disaster response program. This effort leverages technology and programs, developed to respond to the COVID-19 pandemic, to support Colorado residents affected by natural disasters including fires and floods. This program works in partnership with local governments and other non-profit agencies to ensure that residents can access relief and recovery funds.

Public Policy and Organizing

The Organization’s clients have pushed the organization to amplify their experiences into policy change. The public policy and organizing function invests in storytelling and data to inform policy debates. CEDP also engages in advocacy on a limited basis on housing, consumer, economic, and civil legal issues that are directly related to its mission and clients’ lived experience.