F.H. Cann & Associates Request for Proposal.pdf

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Submitted to:

Mr. Bradley Murphy Procurement Contract Officer Nebraska Dept of Health & Human Services 301 Centennial Mall S., Suite 500 Lincoln, NE 68509

Submitted by:

F.H. Cann & Associates, Inc.

1600 Osgood Street, Suite 3058 North Andover, MA 0185

(877) 750-9801-Toll Free RFP@fhcann.com

Registration Information:

FEIN: 04-3483512

UEI: JLCRDYL2L161

CAGE: 4U8A5

DUNS: 617731513

GSA Contract# 47QRAA21DOO6H

D.H.H.S. Nebraska-CSE Customer Call Center Services

RFP# 126010 O3

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July 28th, 2026

Nebraska Department of Health & Human Services Attention: Mr. Bradley Murphy Procurement Contract Officer 301 Centennial Mall S, Suite 500 Lincoln, NE 68509

Subject: RFP #126010 O3 CSE Customer Call Center Services

Dear Mr. Murphy, F.H. Cann & Associates, Inc. (FHC) is pleased to submit our proposal to DHHS Nebraska in response to

RFP #126010 O3, for CSE Customer Call Center Services. FHC understands the importance of delivering responsive, accurate, and student-centered support across the full student services experience. We are prepared to support Red Hawk Central through professional inbound rollover call handling, outbound campaign support, ServiceNow documentation and escalation, and knowledgeable assistance for Student

Accounts, Financial Aid, Registrar, and general student service inquiries. FHC also provides default prevention, collections, and Business Process Outsourcing (BPO) solutions. The following distinguishes

FHC from the competition:

■ Decades of Call Center Experience: FHC has over 25 years of contact center experience and we have provided top notch service to each and every client and contract that we have been fortunate to work with during our years in service.

■ Project Team with 200 Years of Combined Relevant Experience: Our dedicated project team results driven with over 200 years of combined experience specializing in contracts in call center service and collection work.

■ Comprehensive Information Security Management Program: FHC has a comprehensive

Information Security Management Program that goes beyond what is required to safeguard personally identifiable information (PII). FHC has passed rigorous security and compliance audits;

ensuring your data is safe and secure when placed with FHC.

Highlighting our commitment to quality and customer care, our vision is a collaborative partnership with

D.H.H.S. Nebraska, that provides unparalleled customer service in compliance with all applicable laws and regulations, underscored by our commitment to Focused, Holistic, Customer Care. I am the individual empowered and duly authorized to bind F.H. Cann & Associates, Inc. Should you have any questions about our response, or the company, please feel free to contact me via email at rfp@fhcann.com, or directly at (978)

215-3602.

Sincerely, Sheri A. Cann, President/CEO

1600 Osgood Street, Suite 3058 | North Andover, MA 01845 100 Domain Drive Suite 200, Exeter, NH 03833 7550 W. Interstate 10, San Antonio, TX 78229

Tel 877-750-9801 | Fax 877-874-7697 www.fhcann.com http://www.fhcann.com/ www.fhcann.com rfp@fhcann.com

Technical Proposal Table of Contents

Prepared for: State of Nebraska, Department of Health and Human Services

EXECUTIVE OVERVIEW

CORPORATE OVERVIEW

A. BIDDER IDENTIFICATION AND INFORMATION

B. FINANCIAL STATEMENTS (PROPRIETARY INFORMATION)

C. CHANGE OF OWNERSHIP

D. OFFICE LOCATION RESPONSIBLE FOR PERFORMANCE

E. RELATIONSHIPS WITH THE STATE

F. BIDDER’S EMPLOYEE RELATIONS TO STATE

G. CONTRACT PERFORMANCE

H. SUMMARY OF BIDDER’S CORPORATE EXPERIENCE

H.1 References and Past Performance Project Narratives Project 1: State of Illinois Low Income Home Energy Assistance Program (LIHEAP) Project 2: State of New Hampshire Department of Public Health and Human Services Project 3: Massachusetts Department of Unemployment Assistance (DUA)

I. SUMMARY OF PROPOSED PERSONNEL AND MANAGEMENT APPROACH

I.1 Proposed Management Team I.2 Communication Methods and Accountability

TECHNICAL APPROACH

A. UNDERSTANDING OF THE PROJECT REQUIREMENTS

A.1 Transition Plan A.2 Start Up A.3 Operational Standards A.4 Outreach / Outbound Call Requirements

A.5 Vendor Performance Standards A.5.1 Quality Assurance and Performance Management A.5.2 Security and Confidentiality A.6 Staffing

A.7 Training A.8 Reporting

B. PROPOSED DEVELOPMENT APPROACH

B.1 Development Principles B.2 Operating Model Development B.3 Procedure, Desk Guide, and Knowledge Support Development B.4 Call Handling and Outreach Workflow Development

B.5 QA, Training, and Corrective Action Feedback Loop B.6 Reporting and Improvement Development B.7 Change Control and DHHS Approval B.8 Implementation of Approved Improvements

C. TECHNICAL CONSIDERATIONS

C.1 Technical Operating Assumptions C.2 User Readiness and Access Discipline C.3 CHARTS Documentation and Data Handling C.4 Technical Issue Reporting and Operational Impact Tracking C.5 Remote Work Technology Controls C.6 Technology Change Coordination C.7 Continuity During Technical Disruption www.fhcann.com rfp@fhcann.com

D. DETAILED PROJECT WORK PLAN, MANAGEMENT, AND IMPLEMENTATION

D.1 Implementation Governance D.2 Implementation Workstreams D.3 Readiness Validation Before Go-Live

D.4 Risk, Issue, and Decision Management D.5 Go-Live and Stabilization D.6 Steady-State Management Rhythm

E. DELIVERABLES AND DUE DATES

E.1 Deliverables Governance E.2 Transition and Start-Up Deliverables E.3 Operational and Reporting Deliverables E.4 Quality Control Before Submission E.5 Follow-Up, Correction, and Continuous Improvement

IN CONCLUSION:

Appendices…

Appendix A – Key Management Personnel Resumes

Appendix B – Forms Signed/Initialed –

Section II Terms & Condition Section III Vendor Duties Section IV Payment Contractual Agreement Form.

Appendix C – Financial Documents (Proprietary Information, provided as separate attachment)

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Executive Overview

F.H. Cann & Associates, Inc. (“FHC”) is a proven contact center, collections, and business process outsourcing provider with extensive experience. Founded in 1999, FHC began in Massachusetts and is a woman-owned company. Since that time, FHC has grown into a national organization serving government agencies, colleges, universities, and large-scale public programs that require accurate information delivery, professional customer service, secure data handling, and scalable staffing.

FHC is pleased to submit this Technical Proposal to the Nebraska Department of Health and Human Services (“DHHS”) for operation of the Nebraska Child Support Enforcement Customer Service Call Center. FHC understands that this procurement is about continuity, accuracy, security, and accountability.

Nebraska families, employers, legal partners, and DHHS staff rely on the Call Center for clear information about child support services, court-ordered responsibilities, payments, case updates, outreach, and next steps. DHHS needs a contractor that can assume responsibility without disruption, operate within DHHS systems and procedures, protect sensitive information, staff and supervise the Wausa Call Center, and provide reporting that gives DHHS a practical view of performance.

FHC’s approach is deliberately practical. We will not ask DHHS to change its systems, create unnecessary technology dependencies, or absorb a complicated transition model. Instead, FHC will build a disciplined operating environment around the work DHHS already needs performed: answer calls accurately, document contacts properly in CHARTS, support inbound and outbound customer communication, staff the Wausa operation, train CSRs on Nebraska-specific procedures, monitor quality, protect confidential data, report performance clearly, and recommend improvements in collaboration with DHHS.

During transition, FHC will focus on low-risk continuity: confirming current-state operations, communicating with staff, identifying staffing and access dependencies, validating training and security readiness, establishing DHHS communication channels, and preparing for full operations on October 1, 2026. After go-live, FHC will manage performance through daily supervision, staffing review, queue and hold-time monitoring, QA review, coaching, training updates, outreach tracking, complaint and escalation review, security controls, technical coordination, and monthly and quarterly reporting.

FHC will support the required on-site Call Center Manager and CSR staffing model with corporate resources for recruiting, human resources, training support, quality assurance, security/compliance, reporting, contract administration, and escalation. Remote Call Center work will not be used outside Nebraska. Any remote work will be treated as a controlled operating option, only after training and probationary requirements are satisfied and only with DHHS approval.

FHC Advantage: FHC’s advantage is disciplined execution in regulated service environments. We will adapt our management, training, staffing, QA, reporting, and security practices to Nebraska’s child support environment, rather than asking DHHS to adapt to a generic call center model. Our approach is designed to help DHHS maintain service continuity, improve visibility, support outreach, protect confidential information, and manage the Call Center with clear accountability from transition through full performance.

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Corporate Overview

FHC is a qualified, experienced, and responsible service provider with more than two decades of experience supporting highly regulated customer service, contact center, account resolution, compliance, training, quality assurance, reporting, and secure operational environments. Since 1999, FHC has supported government-backed student loan servicing, default prevention, account resolution, customer communications, and back-office support programs where accuracy, confidentiality, documentation, and audit readiness are essential.

For Nebraska DHHS, FHC will bring a disciplined operating model grounded in proven regulated-program experience: clear accountability, trained staff, documented procedures, quality review, secure information handling, transparent reporting, and responsive client communication.

FHC’s work for federal student aid and other regulated programs demonstrates the same competencies Nebraska requires for child support customer service: staffing and training customer-facing representatives, operating within client systems and procedures, protecting sensitive customer information, maintaining compliance with contractual and regulatory requirements, monitoring quality, responding to customer complaints, supporting audits, and producing reports that help clients manage performance. FHC has scaled operations, supported large portfolios, maintained rigorous quality controls, and trained staff to deliver accurate, respectful, compliant service in environments where customers depend on clear explanations and proper account documentation.

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A. Bidder Identification and Information

F.H. Cann & Associates, Inc. (“FHC”) is a S-corporation and is the Bidder submitting this Technical Proposal and is incorporated in the state of Massachusetts.

FHC’s headquarters is located at 1600 Osgood Street, Suite 3058, North Andover, Massachusetts 01845 and has operated as a customer service, business process outsourcing, contact center, account resolution, and compliance-focused organization since 1999.

FHC has at no time changed the name, or form of organization since its inception.

B. Financial Statements (Proprietary Information)

FHC will provide Financial Statements and any financial disclosures, in accordance with this RFP,which is being submitted separately as Proprietary Information.

FHC does not have any judgements, pending litigation, or other real or potential financial reversals which might materially affect the viability or stability of the organization.

C. Change of Ownership

FHC does not anticipate any change in ownership or control during the twelve months following proposal submission.

D. Office Location Responsible for Performance

FHC’s corporate headquarters in North Andover, Massachusetts will provide executive oversight, contract administration, compliance support, human resources, recruiting, training support, quality assurance, and corporate resources for this engagement. FHC also understands that the Nebraska Call Center is currently located in Wausa, Nebraska and that DHHS expects continuity of operations at that location. FHC’s operating model will support the Wausa Call Center as the primary service location and will incorporate Nebraska-based remote work only as permitted by the RFP and approved by DHHS.

E. Relationships with the State

FHC has not had any business relationships, contracts, or dealings with the State of Nebraska during the five years preceding proposal submission.

F. Bidder’s Employee Relations to State

No proposed personnel were employed by the State of Nebraska within the past twelve months. No current State of Nebraska employee is employed by FHC or proposed as a subcontractor or member of FHC’s project team.

G. Contract Performance

FHC has not had any contract terminated for default, convenience, non-performance, non-allocation of funds, or any other reason during the past five years.

H. Summary of Bidder’s Corporate Experience

FHC’s corporate experience is directly relevant to the Nebraska Child Support Enforcement Customer Service Call Center. FHC has supported high-volume, customer-facing, regulated service environments requiring accurate information, strong training, clear documentation, secure handling of sensitive information, quality review, reporting, and client coordination.

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FHC’s experience includes public-sector work, federal student loan servicing and account support, contact center operations, customer communications, outreach, back-office support, compliance management, audit support, quality control planning, training administration, and secure operations.

FHC has operated within client systems and procedures, supported client-directed workflows, and trained staff to follow program-specific rules rather than forcing a generic call center model onto a specialized program.

FHC Corporate Strengths Applied to Nebraska

FHC’s Nebraska solution will draw on corporate strengths that have been proven in regulated service environments: structured transition management, dedicated recruiting support, practical training, quality assurance tied to corrective action, compliance oversight, secure handling of sensitive information, incident response discipline, complaint management, and performance reporting that supports client decision-making.

H.1 References and Past Performance Project Narratives

The following project narratives highlight FHC’s experience performing similar high-volume, regulated customer service, contact center, account support, outreach, documentation, compliance, training, quality assurance, and secure information handling services. Each example demonstrates capabilities directly relevant to the Nebraska Child Support Enforcement Customer Service Call Center, including serving customers who need clear explanations, handling sensitive account information, documenting interactions, following client-approved procedures, supporting compliant communication, and maintaining performance accountability.

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Project 1: State of Illinois Low Income Home Energy Assistance Program (LIHEAP)

Customer / Reference State of Illinois Low Income Home Energy Assistance Program

(LIHEAP)

Contact David Wortman, Deputy Director; 217-299-3561;

David.Wortman@illinois.gov

Time Period 2021 – Ongoing

Scheduled / Actual Completion

Projected completion: Ongoing. Actual/current planned completion:

Ongoing.

Contractor Role Prime Contractor

Budget Original contract amount: $2.9M. Final/current contract amount: $2.9M.

FHC provides call center services for residents accessing assistance through the State of Illinois Low Income Home Energy Assistance Program (LIHEAP), including heating, gas, propane, and electricity assistance.

Under the Community Services Block Grant program, FHC agents help residents navigate and complete application processes and direct them to the appropriate State agency. Agents assist underserved and compromised citizens with appointment reminders and scheduling for assistance related to necessities such as rent, food, temporary shelter, medicine, and weatherization. The project expanded to include the Low- Income Water Assistance Program, where FHC assists Illinois residents facing water or sewer disconnections caused by unemployment and other socioeconomic hardship. FHC also supports the Help Illinois Families hotline and makes outbound calls to process energy application backlogs. The contract involves more than 68,000 calls monthly and requires specialized knowledge across multiple assistance programs, application processes, eligibility criteria, governmental regulations, program updates, and service level requirements. FHC’s performance includes less than a 2% abandonment rate against a 5% or less SLA and an average 93% quality scorecard against a 90% or higher SLA. This project is similar to Nebraska’s Call Center because it requires trained agents to support statewide public benefit programs, assist callers under stress or hardship, explain application or program requirements, document contacts, conduct outbound follow-up, manage multiple program lines of inquiry, and meet service level and quality expectations.

Project 2: State of New Hampshire Department of Public Health and Human Services

Customer / Reference

State of New Hampshire Department of Public Health and Human Services

Contact Kerrileigh Schroeder, NH Dept. of Health & Human Services Administrator IV; 603- 271-9273; kerrileigh.schroeder@dhhs.nh.gov

Time Period 2023 – Ongoing

Scheduled / Actual Completion

Projected completion: Ongoing. Actual/current planned completion: Ongoing.

Contractor Role Prime Contractor

Budget Original contract amount: $3M. Final/current contract amount: $3M.

FHC provides inbound call center services to constituents of the Bureau of Family Assistance and the New Hampshire Department of Public Health and Human Services. The work supports those seeking assistance with Temporary Assistance, Permanently and Totally Disabled benefits, Old Age Assistance, Aid to the Needy Blind, SNAP Food Stamps, Benefit Programs, Child Care Support, and ACA/Medicaid-related inquiries. FHC provides telephony, computer, internet connection, and other required equipment; supports regular hours of 8:00 a.m. to 5:00 p.m. Monday through Friday; and maintains staffing capacity to manage volume on a 24/7 basis as needed during surges. The project averages 55,000 calls monthly and requires agents to support compromised constituents needing aid, with forms, qualification questions, escalations, and general inquiries. This project is similar to Nebraska’s Call Center because it requires trained representatives to support statewide public assistance programs, use State systems and portals, manage sensitive constituent information, provide accurate guidance to individuals seeking public benefits, meet service level expectations, and maintain a smooth customer experience for callers who may be under stress or hardship.

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Project 3: Massachusetts Department of Unemployment Assistance (DUA)

Customer / Reference

Massachusetts Department of Unemployment Assistance (DUA)

Contact Wendy Savary, Director of Claims & Appeals; 774-454-6168; wendy.savary@mass.gov

Time Period Contract 1: April 2020 – August 2022; Contract 2: March 2023 – June 2023; Contract 3:

February 2025 – April 2025; Contract 4: April 2025 – Ongoing

Scheduled / Actual Completion

Projected completion: Contract 1 – August 2022; Contract 2 – June 2023; Contract 3 – April 2025; Contract 4 – Ongoing. Actual completion: Contract 1 – August 2022;

Contract 2 – June 2023; Contract 3 – April 2025; Contract 4 – Ongoing.

Contractor Role Prime Contractor

Budget Original contract amount: $37M. Final/current contract amount: $37M.

FHC provides emergency and non-emergency call center services for the Massachusetts Department of Unemployment Assistance to support Commonwealth residents accessing critical unemployment insurance benefits and services. FHC’s DUA work includes staffing in accordance with call volumes, support for high monthly call volumes, Tier I agent services, IT interface coordination, agent workstation and user access configuration, expedited development of DUA-approved training materials, daily collaboration with program management, quality assurance reviews, and rapid staffing ramp-up for English-speaking and bilingual agents. FHC has supported an average of approximately 118,000 calls per month and, under its first contract, provided approximately 350 agents; under the current non-emergency contract, FHC provides approximately 200 knowledgeable Tier I agents as the prime contractor. DUA rated FHC Excellent in every category on its Contractor Performance Evaluation Form. This project is similar to Nebraska’s Call Center because it requires trained agents to support residents accessing critical public benefits, handle high call volumes, operate within State-approved systems and procedures, protect sensitive information, provide accurate guidance to callers under stress, coordinate closely with State program leadership, rapidly scale staffing when required, and maintain strong quality and customer satisfaction performance.

I. Summary of Proposed Personnel and Management Approach

FHC will provide a management approach with clear accountability for contract performance, daily Call Center operations, staffing, training, quality assurance, security, compliance, reporting, and DHHS communication. FHC understands that the RFP requires an on-site Call Center Manager for the Wausa operation and a management staff list, duties, and communication methods within 15 days after contract execution. FHC’s proposed management structure is designed to give DHHS a dedicated Nebraska-facing operational leader supported by experienced corporate resources with direct experience in public-sector call center operations, staffing, training, technology, security, compliance, and client service delivery.

FHC proposes Robert Gauthier as the Call Center Manager responsible for day-to-day operational delivery. Mr. Gauthier has more than 17 years of call center experience and is responsible for the contact center service delivery model, including supervisors and agents, service levels, handle times, speed of answer, queue times, one-call resolution, coaching, team assignments, and operational reporting. He has led large public-sector and regulated call center operations. He has experience managing supervisors, hundreds of agents, training coordination, daily trend review, coaching, and performance improvement.

Sara Alosa will serve as Project Manager and primary DHHS liaison. Ms. Alosa has 28 years of senior executive leadership experience in call center and BPO operations and has served as the point of contact and program manager for client onboarding, implementation, client services, operational issue resolution, and service delivery. Her experience includes State of New Hampshire DPHHS, State of Illinois LIHEAP Program Call Center, Massachusetts EOHHS, Federal Student Aid NextGen BPO, and emergency call center deployment for Massachusetts DUA.

http://www.fhcann.com/ mailto:wendy.savary@mass.gov

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FHC’s corporate support team will provide specialized management support to the Wausa operation.

Ernesto Bencosme, Senior Vice President of Operations, will support staffing and operations oversight, including performance monitoring, staffing levels, forecasting, process improvement, and customer satisfaction. Lisa Reams, Training Manager, will support training implementation and updates, drawing on more than 20 years of training experience and public-sector call center training work for Massachusetts DUA, New Hampshire DHHS, and FSA NextGen. Kate Jones, Director of Human Resources, will support recruiting, onboarding, background check coordination, HR compliance, and staffing pipeline development. Don Dittemore, CIO, will support technology coordination and technical issue escalation. Michael Beatty, CCO and GC, will support compliance and security oversight, including contractual compliance, policies and procedures, audit readiness, complaint and dispute oversight, and risk mitigation.

I.1 Proposed Management Team

Team Member / Role

Primary Responsibilities for Nebraska Relevant Experience

Robert Gauthier – Call Center Manager

Day-to-day Wausa Call Center leadership, supervisor and CSR support, queue and service level management, coaching, call handling performance, one-call resolution, escalation, and daily operational delivery.

More than 17 years of call center experience; managed public-sector programs including MA DUA, MA DOR, and FSA NextGen; led supervisors and large agent teams.

Sara Alosa – Project Manager / DHHS Liaison

Primary client liaison, implementation coordination, contract communication, issue resolution, service delivery oversight, management reporting coordination, and escalation support.

28 years of senior leadership experience; project experience includes

NH DPHHS, IL LIHEAP, MA EOHHS,

FSA NextGen, and MA DUA emergency call center deployment.

Ernesto Bencosme – Staffing and Operations Oversight

Support staffing levels, forecasting, operational performance, process improvement, management review, and customer satisfaction controls.

16 years of call center/BPO experience;

senior operations leader for multi-site operations, staffing, performance monitoring, and large contact center projects.

Lisa Reams – Training Manager

Training planning, train-the-trainer coordination, onboarding, refresher training, LMS support, training updates, and QA-driven retraining support.

More than 20 years of training experience; training manager for MA DUA, NH DHHS, and FSA NextGen call center programs.

Kate Jones – HR / Recruiting Manager

Recruiting, onboarding, personnel readiness, background check coordination, HR compliance, employee relations, and staffing pipeline support.

Director of Human Resources with experience in large-scale recruiting, onboarding, labor compliance, background check support, HR policy rollout, and multi-state workforce support.

Don Dittemore – Technology / IT Lead

Technology coordination, technical issue escalation, access readiness support, State equipment and systems coordination, continuity planning, and operational technology support.

More than 25 years of IT leadership; CIO with project experience supporting MA DUA, NH DHHS, and FSA NextGen call center environments.

Michael Beatty – Compliance and Security Oversight

Compliance oversight, security coordination, contract compliance, confidentiality controls, policy and procedure review, audit support, complaint and dispute oversight, and corrective action guidance.

Chief Compliance Officer and General Counsel with experience in compliance management systems, internal audit, quality assurance, complaints, disputes, policies, procedures, and regulatory oversight.

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I.2 Communication Methods and Accountability

FHC’s management approach provides DHHS with clear points of contact and defined escalation paths. Robert Gauthier will manage daily Call Center operations and immediate staff support. Sara Alosa will serve as the primary DHHS liaison for implementation, contract communication, issue escalation, and service delivery oversight. Ernesto Bencosme will support staffing and operational performance review. Lisa Reams will support training readiness and ongoing training updates. Kate Jones will support recruiting, onboarding, and HR readiness. Don Dittemore will support technology coordination and technical escalation. Michael Beatty will support compliance, security, confidentiality, policy, and audit-related matters.

Within 15 days after contract execution, FHC will provide DHHS with the required management staff list, duties, and communication methods. That list will identify day-to-day contacts, escalation contacts, communication methods, backup contacts, reporting responsibilities, and the appropriate path for operational, staffing, training, technology, security, compliance, reporting, and contract administration issues. Resumes for key management personnel are provided in Appendix A.

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Technical Approach

FHC’s Technical Approach is built around a simple operating principle: Nebraska families and DHHS staff need correct answers, respectful service, secure handling of information, and a Call Center that is ready every business day. This section explains how FHC will operate the Nebraska Child Support Enforcement Customer Service Call Center through a controlled transition, clear management structure, practical staffing plan, hands-on training, active quality assurance, secure use of DHHS systems, transparent reporting, and continuous improvement that is coordinated with DHHS before implementation.

A. Understanding of the Project Requirements

FHC understands that this Call Center is a specialized child support operation, not a general customer service queue. CSRs must support callers who may be trying to understand court-ordered obligations, payments, income withholding, address or employment updates, billing statements, case status, IV-D services, or next steps with DHHS, the SDU, County Attorneys, Clerks of the District Court, or field staff.

The Call Center’s value is measured not only by how quickly the call is answered, but by whether the caller receives accurate, understandable, respectful information and whether the case record is documented correctly in CHARTS.

FHC also understands the operational profile described by the RFP: the Wausa Call Center supports approximately 85,000 child support cases, handles approximately 35,000 calls per quarter, must manage average calls of four minutes or less, and experiences peak call volume of approximately 1,000 calls on Mondays and the day after a holiday. FHC will use this profile to plan staffing coverage, supervisor availability, breaks, training time, outreach assignments, QA review, and contingency support so the Call Center can maintain performance during both routine and peak conditions.

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DHHS provides the core technology environment, including CHARTS, data network connectivity, voice connectivity, computer and software equipment for the Call Center site, equipment for authorized remote staff, DHHS Help Desk support, CHARTS Production Support, Annual Security Awareness Training access, initial and ongoing training direction, outreach direction, and contract management. FHC’s role is to make that environment work operationally: hire and retain qualified staff, train them to use DHHS procedures and systems correctly, monitor quality, protect confidential information, document customer contacts, report performance, and coordinate with DHHS when decisions or support are needed.

A.1 Transition Plan

FHC will use transition as a readiness period, not an administrative waiting period.

The objective is to protect service continuity, stabilize staffing, establish management communication, confirm DHHS dependencies, and ensure the Call Center is ready for full performance on October 1, 2026. FHC’s transition approach follows the same disciplined structure reflected in FHC’s prior public-sector implementations: define ownership, document dependencies, communicate early, track risk, and verify readiness before go-live.

Immediately after contract execution, FHC will hold a transition kickoff with DHHS to confirm contacts, workstreams, decision points, meeting cadence, reporting expectations, facility and technology dependencies, training responsibilities, staff communication protocols, and required deliverables. FHC will maintain a transition issue log and action tracker so DHHS can see open items, owners, target dates, decisions needed, and risks to readiness.

Staff communication will be a priority. FHC understands from the Nebraska example proposal that continuity is strongest when staff are informed, respected, and supported during change. FHC will communicate what is changing, what is staying the same, who the management contacts are, how schedules and duties will be handled, how questions will be answered, and how FHC will support current qualified staff. FHC’s intent is to retain current staff where possible and appropriate while also maintaining recruiting activity to fill vacancies and reach the required staffing level.

FHC will also review the responsibilities assigned to DHHS, including facility access, State-provided technology, network and voice connectivity, remote equipment, Help Desk support, CHARTS Production Support, training, outreach direction, and contract management. These dependencies will be tracked in the transition issue log so both parties have a clear view of open items, owners, target dates, and risks.

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A.2 Start Up

FHC confirms that contract services will begin on October 1, 2026 and that the Nebraska Customer Service Child Support Call Center must be fully operational starting October 1, 2026, at 8:00 a.m. Central Time. FHC will treat this date as a non-negotiable readiness milestone. Our start-up work will focus on verifying that staffing, supervision, equipment, system access, procedures, training, security controls, reporting, and escalation paths are ready before the start of services.

Before go-live, FHC will complete an operational readiness review with DHHS. The review will confirm minimum staffing coverage, Call Center Manager readiness, supervisor coverage, CSR schedules, two dedicated outreach/outbound CSR assignments, CHARTS access status, desk guide availability, call documentation expectations, interpretation and TDD procedures, complaint escalation path, security training completion, background check status, and reporting expectations. Any open item will be tracked, assigned, and resolved before the October 1 start date whenever within FHC’s control.

A.3 Operational Standards

FHC will operate the Call Center as a controlled, documented service environment. The operating model is designed around the daily work of the CSR: answer the call, identify the caller’s need, verify information, consult CHARTS and approved guidance, provide a courteous and accurate response, update customer information when permitted, document the call and follow-up actions, and escalate or route unresolved issues through approved channels.

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FHC will cooperate fully with DHHS and other state or federal auditors, allow DHHS access for audits and reviews consistent with contract requirements, permit DHHS staff visits to the Call Center as required by the RFP, and implement improvements or modifications identified through audits, reviews, or security assessments. FHC will also inform DHHS before implementing major decisions that may affect shared processes or customer service, including the expected impact of the decision.

FHC will protect DHHS information by using CHARTS and existing State security controls to limit access and manipulation within CHARTS and related systems. FHC staff will access data only from State-authorized equipment and will store data only in State-authorized systems. FHC will ensure staff complete mandatory Annual Security Awareness Training as directed by DHHS and will perform required background checks before staff receive access to sensitive information.

FHC will maintain QA accuracy at or above the level agreed upon with DHHS using the agreed evaluation tool. QA will include call monitoring, CHARTS narration/documentation review, coaching, calibration, corrective action, and trend reporting. FHC will also support a joint customer complaint resolution process with DHHS and will reinforce desk guide use so staff have current, practical direction for handling caller questions.

A.4 Outreach / Outbound Call Requirements

FHC will treat outreach as a proactive customer education and case support function. The Nebraska winning proposal demonstrates that outreach is most effective when it is specific, scripted, documented, and tied to the child support journey. FHC will build on that concept by using DHHS-approved outreach instructions to help custodial and noncustodial parties understand IV-D services, court-ordered responsibilities, income withholding, billing statements, address and phone updates, employer verification, and available customer service resources.

Outbound calls to noncustodial parties will include information regarding new child support court orders, court-ordered responsibilities, the income withholding process, address verification, phone number verification, employer verification, explanation of monthly billing statements, and answers to questions about court-ordered obligations. Outbound calls to custodial parties will include explanation of the Title IV-D child support program, general program questions, and information about the benefits of receiving IV-D services and how to apply for and receive those services.

FHC will manage outreach as a structured workstream. Each outreach interaction will have a defined purpose, approved talking points, verification steps, documentation expectations, and follow-up rules. FHC will adjust outbound work schedules, as permitted by the RFP, to improve the likelihood of reaching customers at appropriate times while maintaining service coverage and supervisor visibility.

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A.5 Vendor Performance Standards

FHC will be responsible for oversight and management of Call Center staff and will answer and provide necessary follow-up on incoming calls and outreach/outbound calls. FHC will manage performance against DHHS standards, including the requirement that initial queue time for incoming calls not exceed four minutes and hold times not exceed four minutes. FHC will monitor performance, review staffing coverage, identify trends, and take corrective action when results indicate risk to service levels.

FHC will provide accurate responses to customers on incoming calls. When inaccurate information is identified, FHC will correct the information through customer contact when appropriate and in consultation with DHHS when necessary. Errors will be incorporated into the ongoing training plan, and FHC will verify performance accuracy by auditing a sample of calls and/or narratives. DHHS may audit at any time, and FHC will cooperate fully with those reviews.

FHC will store and process information and data received or created in providing services under the contract in a secure manner and will ensure that only authorized personnel have access to such information and data.

Upon contract termination, FHC will transfer, return, or delete information and data as directed by DHHS and as mutually agreed by the parties regarding format, timing, and manner. FHC will also provide appropriate messaging or call routing when the VRU or phone system is non-operational, consistent with DHHS procedures.

A.5.1 Quality Assurance and Performance Management

FHC will manage quality assurance and performance as an active daily discipline, not a month-end reporting exercise. The purpose of QA is to confirm that Customer Service Representatives provide accurate information, follow DHHS-approved procedures, communicate respectfully, protect confidential information, document work properly in CHARTS, and complete follow-up actions in accordance with established expectations. The purpose of performance management is to ensure the Call Center remains staffed, responsive, measurable, and accountable to DHHS throughout the contract term.

FHC will work with DHHS to confirm the QA evaluation tool, scoring methodology, accuracy expectations, review frequency, calibration process, reporting format, and corrective action thresholds. Once approved, FHC will apply the evaluation tool consistently across inbound calls, outbound calls, CHARTS narration, customer information updates, escalation handling, complaint handling, and follow-up documentation. QA results will be used to coach staff, identify training needs, recognize strong performance, correct inaccurate responses, and support continuous improvement.

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FHC’s QA process will include regular monitoring, scoring, coaching, calibration, and trend review.

Supervisors and QA staff will review a sample of interactions and documentation to measure performance against the agreed tool. When QA identifies an individual performance issue, FHC will coach the employee and document the corrective action. When QA identifies a trend across multiple staff or call types, FHC will address the root cause through refresher training, desk guide clarification, scripting reinforcement, workflow adjustment, or escalation to DHHS if State direction is needed.

Performance management will be tied to the operational standards in the RFP. FHC will monitor initial queue time, hold time, call volume, staffing coverage, attendance, schedule adherence, outreach activity, training completion, QA accuracy, complaints, escalations, security items, and open issues. FHC will use these measures to identify risk early, adjust schedules, reinforce training, support supervisors, and keep DHHS informed through monthly reports, quarterly meetings, and ad hoc communication when a service issue requires attention.

FHC will support calibration with DHHS to ensure QA scoring remains fair, consistent, and aligned to program expectations. Calibration may include review of sample calls, sample CHARTS narratives, complaint examples, outreach documentation, or recurring error types. The goal is to maintain a shared understanding of what “accurate,” “complete,” and “customer-focused” means in Nebraska’s child support environment.

When FHC identifies inaccurate information provided to a customer, FHC will determine whether customer follow-up is appropriate and will consult with DHHS when necessary. FHC will document the issue, correct the information when required, coach the employee, and determine whether the error reflects an individual issue or a broader training or procedure gap. Errors and corrective actions will feed directly into FHC’s ongoing training plan.

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A.5.2 Security and Confidentiality

FHC understands that security and confidentiality are core operating requirements for the Nebraska Child Support Enforcement Customer Service Call Center. Call Center staff will access sensitive child support case information, participant addresses, employment information, health insurance information, payment-related information, and other confidential data. FHC will protect this information through controlled access, staff screening, training, supervision, documented procedures, audit cooperation, incident response, and strict use of DHHS-authorized systems and equipment.

FHC will use CHARTS and existing State security controls to limit access and manipulation within CHARTS and related systems. FHC staff will access data only from State-authorized equipment and will store data only in State-authorized systems. FHC will not create separate repositories of DHHS data outside approved State systems unless specifically authorized in writing by DHHS. Staff will be trained that confidential information must be accessed only for legitimate work purposes and shared only as permitted by DHHS procedures, applicable law, and contract requirements.

FHC will maintain a secure environment for disbursement data, records, and data processing operations as required by DHHS. FHC understands that the secure environment must meet applicable IRS requirements and must protect data from sabotage, manipulation, theft, unauthorized access, and breach of confidentiality.

FHC will work with DHHS to implement improvements or modifications identified through security reviews, audits, or corrective action requests.

Security Control Area

FHC Approach Evaluator Benefit

Authorized access

Use CHARTS and State security controls to limit access based on role and approved business need.

Reduces risk of unauthorized viewing, manipulation, or disclosure of child support information.

State-authorized equipment

Require staff to access DHHS data only from State-authorized equipment and store data only in State-authorized systems.

Supports consistent technical control and reduces unmanaged data risk.

Background checks

Perform background checks for employees with access to facilities or operations, including participant addresses, consistent with RFP requirements.

Supports safe assignment of personnel before access to sensitive information.

Security awareness

Ensure staff complete mandatory Annual Security Awareness Training as directed by DHHS and track completion.

Reinforces staff understanding of confidentiality, handling, and reporting expectations.

Remote work controls

Permit remote work only after training/probation, only within Nebraska, only with DHHS approval, and only with required security expectations in place.

Protects information while allowing approved continuity and staffing flexibility.

Audit and review cooperation

Allow DHHS and state/federal auditors access for audits and reviews and implement required improvements.

Gives DHHS visibility and control over security performance.

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FHC will complete background checks for employees who will have access to facilities or operations.

Individuals with access to participant addresses must have a successfully adjudicated background check.

FHC understands that disqualifying items include restraining orders, violent crimes against persons, burglary, or theft. FHC will coordinate background check status with access readiness so employees do not receive access to sensitive information before they satisfy applicable screening requirements.

FHC will support HIPAA Business Associate requirements to the extent applicable to the services performed under the contract. FHC will use and disclose protected information only as permitted or required by the contract or law, apply administrative, physical, and technical safeguards to prevent unauthorized use or disclosure, ensure applicable subcontractors or agents agree to required confidentiality obligations, report unauthorized use or disclosure as required, and support DHHS in responding to security incidents, audits, or corrective action requirements.

Remote work will be governed by the same confidentiality and security standards as work performed at the Wausa Call Center. Remote work may occur only after training and probationary requirements are satisfied, only with DHHS approval, and only from locations within Nebraska. Remote staff will use State-authorized equipment, follow DHHS-approved procedures, maintain a private work environment, protect information from unauthorized viewing or disclosure, participate in supervision and QA monitoring, and comply with all DHHS and NITC security standards and policies.

FHC will provide a security plan covering all RFP requirements within sixty business days of contract award.

The plan will describe FHC’s approach to access control, staff screening, annual security training, confidentiality, secure handling of DHHS data, State-authorized equipment, CHARTS access, remote work controls, incident reporting, audit cooperation, corrective action, data return or deletion at contract termination, and coordination with DHHS on security review findings.

If FHC becomes aware of an unauthorized use, disclosure, suspected security incident, or confidentiality concern, FHC will notify DHHS in accordance with contract requirements, take immediate steps to mitigate risk, preserve relevant information, support investigation, document corrective actions, and retrain staff when needed. FHC will treat security incidents as operational events requiring prompt escalation, not as routine administrative issues.

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A.6 Staffing

FHC will manage staffing as an operational discipline, not simply a headcount requirement. The staffing model is built around the Wausa Call Center as the primary operating location, with the required on-site Call Center Manager providing full-time daily leadership. FHC understands the RFP requires at least fourteen full-time CSRs, including two full-time CSRs dedicated to outreach/outbound calls. FHC will plan coverage for operating hours, Monday and post-holiday peaks, breaks, training time, coaching, QA feedback, absenteeism, vacancies, and supervisor support.

FHC will recruit for judgment, reliability, empathy, attention to detail, and ability to follow structured procedures—not just general call center experience.

Staffing Component

Primary Responsibilities FHC Response

On-site Call Center Manager

Works full-time on site in Wausa;

manages daily Call Center operations, staff supervision, schedules, recruitment, performance, training reinforcement, escalation, DHHS coordination, and security expectations.

FHC will identify the proposed manager if selected before submission or provide the required qualifications, recruitment/assignment process, and commitment to have the position in place for contract performance.

Customer Service Representatives

Answer incoming calls, verify information, use CHARTS and DHHS procedures, document calls and follow-up actions, update customer information, support respectful customer communication, and route/escalate matters as required.

FHC will maintain at least fourteen full-time CSRs as required by the RFP.

Outbound /…