TAS United, LLC Request for Proposal.pdf

TAS United, LLC — Request for Proposal | Solicitation No. 126010 O3 | Page 1

TAS United, LLC

Request for Proposal

State of Nebraska — Department of Health and Human Services

Nebraska Child Support Enforcement (CSE) Customer Service Call Center

Solicitation Number 126010 O3 | Opening Date: July 28, 2026, 2:00 PM Central

Submitted by:

TAS United, LLC

Corporate Headquarters: 1503 Avenue J, Lubbock, TX 79401

866-479-7203 | www.tasunited.com

Primary Contact: Clay McElroy, Director of Sales & Client Engagement

806-766-2440 | clay@tasunited.com

Proposal | Solicitation No. 126010 O3 | Page 2

Table of Contents

Letter of Transmittal

Executive Summary

RFP Requirements Cross-Reference

Section 1 — Corporate Overview

1.1 Bidder Identification and Information

1.2 Financial Statements

1.3 Change of Ownership

1.4 Office Location

1.5 Relationships with the State

1.6 Bidder's Employee Relations to State

1.7 Contract Performance

1.8 Summary of Bidder's Corporate Experience

1.9 Summary of Bidder's Proposed Personnel / Management Approach

Section 2 — Technical Approach (Understanding, Operational Approach, Transition Work Plan)

Section 3 — Staffing Plan and Management Plan (incl. Training and Lubbock Failsafe)

Section 4 — Outreach / Outbound Call Plan

Section 5 — Quality Assurance and Performance Management (incl. Example QA Evaluation Form)

Section 6 — Reporting

Section 7 — Security, Compliance, Disaster Recovery, and Business Continuity

Section 8 — Deliverables and Due Dates Confirmation

Section 9 — Solicitation Acknowledgments and Acceptance of Terms

Section 10 — Cost Proposal Summary

Appendix A — Resumes of Proposed Personnel

Proposal | Solicitation No. 126010 O3 | Page 3

Letter of Transmittal

July 28, 2026

Bradley Murphy, Procurement Contact

Angellica Shasteen, Procurement Contact

Nebraska Department of Health and Human Services — Office of Procurement and Grants

RE: Solicitation Number 126010 O3 — Nebraska Child Support Enforcement (CSE) Customer Service Call

Center

Dear Mr. Murphy and Members of the Evaluation Committee:

TAS United, LLC is pleased to submit this Technical Proposal in response to Solicitation Number 126010 O3 for the operation of the Nebraska Child Support Enforcement Customer Service Call Center located in

Wausa, Nebraska.

For more than four decades, TAS United has provided secure, high-quality customer communication services to healthcare organizations and other regulated industries throughout the United States. We understand this engagement requires professionalism, accountability, confidentiality, operational excellence, and close, transparent partnership with DHHS. Our proposal responds to every requirement of Section V, Project

Description and Scope of Work, and commits TAS United to the following without exception:

• Full operation of the Call Center at 700 East Broadway, Wausa, NE 68786, beginning October 1, 2026, at

8:00 AM Central, with no interruption in service to Nebraska families;

• Retention of the current Call Center workforce, with a minimum of fourteen (14) full-time customer service representatives — twelve (12) inbound and two (2) dedicated to outreach/outbound calling — plus a full-time, on-site Call Center Supervisor who fulfills the RFP's on-site Call Center Manager requirement and additionally serves as trainer, quality assurance evaluator, and back-up lead;

• Pay parity with equivalent DHHS call center classifications as outlined in the applicable labor contracts, including proportional application of future DHHS pay increases;

• Exclusive use of the computer systems, telephony infrastructure, Voice Response Unit (VRU), and

CHARTS application provided by DHHS, accessed only from state-authorized equipment with data stored only in state-authorized systems;

• Initial queue times and hold times not exceeding four (4) minutes, with documented quality assurance, monthly and quarterly reporting, and a joint customer complaint resolution process; and

• Full compliance with DHHS, Nebraska Information Technology Commission (NITC), and Internal

Revenue Service security requirements, including delivery of a comprehensive Security Plan within sixty

(60) business days of contract award.

TAS United has not previously contracted with the Nebraska Department of Health and Human Services and has not previously performed work within the State of Nebraska. Our experience operating high-volume, confidential customer service programs for regulated healthcare organizations has, however, established

Proposal | Solicitation No. 126010 O3 | Page 4 disciplined operational practices that translate directly to this public-sector environment, and our transition plan is purpose-built to retain the experienced Wausa team that Nebraska families already rely on.

The individual signing the Contractual Agreement Form is authorized to bind TAS United, LLC. TAS United acknowledges receipt of all addenda posted to this solicitation and guarantees compliance with the provisions of the solicitation.

We appreciate your consideration and welcome the opportunity to discuss our proposal or provide a demonstration at the State's request.

Respectfully, Signature of authorized officer

Clay McElroy, Director of Sales & Client Engagement

TAS United, LLC

Clay McElroy, Director of Sales & Client Engagement | 806-766-2440 | clay@tasunited.com

Clay E. McElroy (Jul 28, 2026 05:44:37 CDT)

Proposal | Solicitation No. 126010 O3 | Page 5

Executive Summary

TAS United is a U.S.-based communications and customer experience organization established in 1984, specializing in secure, high-volume contact center operations for healthcare and regulated industries. We operate 24/7/365 customer communication programs supported by experienced personnel, structured workforce management, documented quality assurance, transparent reporting, business continuity planning, and HIPAA-aligned, HITRUST-certified operational practices.

Why TAS United for Nebraska CSE

• Continuity first. Our transition plan is built around retaining the current Wausa workforce and their institutional knowledge. Nebraska families will speak with the same experienced representatives on

October 1, 2026, as they did on September 30, 2026.

• Built for regulated environments. Four decades of operating confidential, compliance-driven communication programs mean our people, procedures, and quality systems already reflect the discipline this contract requires — background-checked staff, role-based access, documented call handling, and audit-ready records.

• Operating the State's systems, not replacing them. TAS United will manage and operate the Call

Center using the DHHS-provided computer systems, telephony, VRU, and CHARTS application. Our value is disciplined management, staffing, training, and quality — not disruptive technology change.

• Measurable accountability. Clearly defined performance standards — queue and hold times not exceeding four minutes, accuracy verified through call and narrative audits, monthly and quarterly reporting — reviewed collaboratively with DHHS.

• A genuine partnership posture. Designated single points of contact, quarterly business reviews, a joint complaint resolution process, and proactive disclosure of staffing or operational risks before they affect service.

Our objective is simple: deliver professional, accurate, compassionate, and efficient service to the custodial parents, noncustodial parents, employers, courts, and agency partners of the Nebraska Child Support

Program — while providing DHHS full transparency and accountability at every step.

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RFP Requirements Cross-Reference

In accordance with Section VI, Proposal Instructions, the table below identifies where each subdivision of

Section V, Project Description and Scope of Work, and Section VI content requirements are addressed within this Technical Proposal.

RFP Reference Requirement Proposal Section

VI.A.1.a–b Bidder Identification; Financial Statements 1.1, 1.2

VI.A.1.c–d Change of Ownership; Office Location 1.3, 1.4

VI.A.1.e–f Relationships with the State; Employee Relations to State 1.5, 1.6

VI.A.1.g Contract Performance (terminations disclosure) 1.7

VI.A.1.h Summary of Corporate Experience (matrix + narratives) 1.8

VI.A.1.i Proposed Personnel / Management Approach + resumes 1.9

V.F.1 Transition Plan (45 days; staff retention; communication plan;

management list within 15 days)

2.4, Section 3

V.F.2 Start Up — fully operational October 1, 2026, 8:00 AM CST 2.4.2, Section 8

V.F.3 Operational Standards (audits, hours, CHARTS documentation, TDD, interpretation, desk guide, collaboration)

2.2, 2.3, Section 5

V.F.4 Outreach / Outbound Call Requirements (2 dedicated FTEs;

outreach plan)

Section 4

V.F.5 Vendor Performance Standards (4-minute queue/hold; accuracy;

data return)

2.2.3, Section 5

V.F.6 Staffing (14 FTE CSRs; on-site Manager; pay parity;

recruitment/retention; remote work plan)

Section 3

V.F.7 Training (initial and ongoing; CHARTS; CSE policies) 3.6

V.F.8 Reporting (monthly reports; quarterly statistics and improvement suggestions)

Section 6

V.H Deliverables and Due Dates confirmation Section 8

III.P Disaster Recovery / Back Up Plan Section 7

V.F.3 Security Plan within 60 business days; IRS-compliant secure environment; background checks; NITC standards

Section 7

II / III / IV Acceptance tables — Terms and Conditions, Vendor Duties, Payment (initialed)

Sections 9.2–9.4

Addendum One Acknowledgment of Questions and Answers (posted July 23, 2026) Section 9.1

Contractual Agreement Form

Signed form; Nebraska/Foreign Vendor attestation Section 9.5 + enclosed form

Proposal | Solicitation No. 126010 O3 | Page 7

RFP Reference Requirement Proposal Section

Cost Sheet (VI) Prescribed Cost Sheet + Supplemental Pricing Schedule (Addendum One Q101)

Section 10 + enclosed Cost Sheet

Proposal | Solicitation No. 126010 O3 | Page 8

Section 1 — Corporate Overview

1.1 Bidder Identification and Information

Item Response

Full legal name TAS United, LLC

Headquarters address 1503 Avenue J, Lubbock, TX 79401

Entity organization Limited Liability Company (LLC)

State of organization Texas

Year first organized to do business. Predecessor operations date back to 1984; TAS United, LLC was formed by uniting three established Texas-based answering services and an Austin, Texas, call center technology company.

Name/form changes since organization

TAS United, LLC was created by combining the predecessor answering service companies and technology company described above into a single Texas limited liability company; the TAS United name and LLC form have remained unchanged since that formation.

Telephone / Web 866-479-7203 | www.tasunited.com

Proposal contact Clay McElroy, Director of Sales & Client Engagement, 806-766-2440, clay@tasunited.com

1.2 Financial Statements

TAS United, LLC is a privately held company. Instead of publicly audited statements, and in accordance with

Section VI.A.1.b of the solicitation, TAS United provides the following description of the organization to enable the Evaluation Committee to assess the stability and financial strength of the company, together with the financial documentation enclosed separately.

Organization Size and Longevity

TAS United and its predecessor companies have operated continuously for more than 40 years (heritage to

1984). Headquartered at 1503 Avenue J in Lubbock, TX — a 230-seat, 8,100-square-foot secure contact center — TAS United operates seven U.S. call center locations across Lubbock, San Antonio, Houston, Austin, El Paso, and Beaumont, Texas, and Chicago, Illinois, all networked to a Tier 4 data center in Austin with geographically dispersed redundancy. All calls are processed in the United States.

Client Experience

TAS United provides secure, high-volume customer communication services to hospitals, integrated health systems, physician practices, universities, and commercial and government organizations operating in highly regulated environments. Our experience includes supporting organizations that require responsive customer service, strict confidentiality, and consistent operational performance — the same disciplines the Nebraska

Child Support Program requires of its Call Center every day.

Proposal | Solicitation No. 126010 O3 | Page 9

TAS United has provided services for a diverse portfolio of clients, including the Federal Bureau of

Investigation (FBI), the U.S. Department of Homeland Security, and the U.S. Secret Service, as well as leading university and health-system medical organizations such as the University of Texas Health System, WellMed, and Texas Tech University Health Sciences Center (TTUHSC).

Core Service Capabilities

TAS United delivers scalable customer engagement solutions that include:

• Customer Service Contact Center Operations

• Healthcare Communications and HIPAA-Compliant Support Services

• Tier I–III Help Desk Services

• Appointment Scheduling and Referral Management

• Overflow and After-Hours Customer Support

• Disaster Recovery and Business Continuity Operations

• Bilingual English/Spanish Customer Service

• Workforce Management and Resource Planning

• Quality Assurance and Performance Management

• Reporting, Analytics, and Operational Dashboards

Our operational model is designed to provide secure, professional, and customer-focused service while meeting established service level expectations, maintaining regulatory compliance, and supporting continuous improvement. Operations are PCI-audited and certified annually by an independent third party, HIPAA-compliant, and HITRUST-certified. TAS United is a member of the National Amtelco Equipment

Owners organization and the Association of TeleServices International (ATSI).

Financial Documentation

TAS United is a financially stable, privately held company with a sustained record of profitable operations spanning its 40-year history and its current multi-site national footprint. Financial statements will be released as part of the finalist for this Bid.

Banking reference: Texas Partners Bank, 8611 N Mopac Expy #100, Austin, TX 78759 — (512) 956-4800.

Fiscally responsible representative: Alexander MacLennan, Chief Financial Officer and Managing Partner, TAS United, LLC, 1503 Avenue J, Lubbock, TX 79401.

Litigation and financial reversals disclosure: TAS United has no judgments, pending or expected litigation, or other real or potential financial reversals that might materially affect the viability or stability of the organization; no such condition is known to exist.

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1.3 Change of Ownership

No change in ownership or control of TAS United, LLC is anticipated during the twelve (12) months following the proposal due date. Should any such change occur following an award, TAS United will notify the State in accordance with the solicitation.

1.4 Office Location

The office location responsible for performance under a resulting contract will be the Nebraska Child

Support Customer Service Call Center at 700 East Broadway, P.O. Box 290, Wausa, NE 68786, supported by

TAS United corporate operations headquartered at 1503 Avenue J, Lubbock, TX 79401. All Call Center production work will be performed at the Wausa facility or, where approved by DHHS, by staff working remotely within the State of Nebraska. TAS United's seven-site national network and Tier 4 data center provide corporate-level continuity behind the Nebraska operation; no Nebraska case data will be processed or stored outside state-authorized systems.

1.5 Relationships with the State

TAS United, LLC has had no dealings with the State of Nebraska over the previous five (5) years. Neither TAS

United, its predecessors, nor any party named in this proposal response has contracted with the State of

Nebraska. No such contracts exist.

1.6 Bidder's Employee Relations to State

No party named in this proposal response is or was an employee of the State of Nebraska within the past twelve (12) months. TAS United employs no employee of any agency of the State of Nebraska or is a subcontractor to TAS United as of the due date for proposal submission. No such relationship exists or has existed.

1.7 Contract Performance

TAS United has not had any contract terminated for default during the past five (5) years. The bidder has experienced no such termination for default in the past five (5) years. TAS United has not had any contract terminated for convenience, non-performance, non-allocation of funds, or any other reason during the past five (5) years. TAS United's reference contracts (Section 1.8) have been in continuous performance for periods ranging from eight to more than twenty years, which we believe is the strongest available evidence of sustained contract performance.

1.8 Summary of Bidder's Corporate Experience

The matrix below summarizes TAS United projects similar to this Request for Proposal in size, scope, and complexity. Three narrative project descriptions follow. TAS United performed all work described as the prime contractor; no subcontractors are proposed for this engagement.

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Project / Client Period Scope Similarity to RFP Role

University of Texas Health System — Patient Access Center

1984 – Present (35+ yrs)

Medical call processing and patient access under strict confidentiality (HIPAA);

appointment scheduling; on-call routing;

accurate documentation in client systems

Prime

WellMed — Enterprise Clinical Services

2014 - Present (10+ yrs)

High-volume healthcare customer communications; clinical service coordination; confidential patient information handling; quality-monitored service standards

Prime

Texas Tech University Health Sciences Center (TTUHSC)

1984 Present (35+ yrs)

University medical customer/patient experience support; confidential handling;

documented interactions; service-level accountability

Prime

All engagements below are ongoing service contracts performed by TAS United as the prime contractor;

accordingly, “scheduled completion” refers to the current contract period, and performance continues on schedule and on budget. Additional client references are available upon request.

Project Narrative 1 — University of Texas Health System, Patient Access Center

Period: December 2010 – Present (continuous, 15+ years). Role: Prime contractor; performed from Texas facilities.

TAS United provides patient access and medical call processing for the University of Texas Health System — appointment scheduling, on-call routing, and accurate documentation in the client's systems. Agents handle protected health information under HIPAA on every call, applying the same discipline of identity verification, confidentiality, courteous handling of sensitive circumstances, and accurate documentation that the

Nebraska CSE Call Center requires. The engagement demonstrates TAS United's ability to train and retain a stable agent team within the procedures of a large public medical institution over many years.

Reference: April Lopez, Director, Patient Access Center, University of Texas Health System, 8431

Fredericksburg Rd, San Antonio, TX 78229, 210-450-4793.

Project Narrative 2 — WellMed, Enterprise Clinical Services

Period: Multi-year, ongoing. Role: Prime contractor; performed from Texas facilities.

TAS United supports WellMed's enterprise clinical services with high-volume healthcare customer communications — clinical service coordination, appointment and referral handling, and confidential patient information management — in accordance with quality-monitored standards. As with the Nebraska CSE Call

Center, the work demands strict confidentiality, accurate documentation, courteous handling of sensitive circumstances, and consistent service levels across high call volumes.

Reference: Kim S. Caballero, Enterprise Clinical Services – Strategy & Planning, WellMed, Office: 210-981-

2417, Mobile: 210-508-1919, kimcaballero@wellmed.net.

mailto:kimcaballero@wellmed.net mailto:kimcaballero@wellmed.net

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Project Narrative 3 — Texas Tech University Health Sciences Center (TTUHSC)

Period: Multi-year, ongoing. Role: Prime contractor; performed from Texas facilities.

TAS United supports the Texas Tech University Health Sciences Center with university medical patient-experience services — high-volume call handling, confidential patient communications, and documented protocols for message accuracy, escalation, and follow-up. This work is directly analogous to the accuracy, narration, and follow-up requirements of Section V.F.5 and the customer-experience expectations of the

Nebraska Child Support Program.

Reference: Dennis Lamb, M.Ed., Senior Chief Experience Officer, TTUHSC, 806-743-6949.

1.9 Summary of Bidder's Proposed Personnel / Management Approach

TAS United's management approach pairs a full-time, on-site Call Center Supervisor in Wausa — who fulfills the RFP's on-site Call Center Manager requirement (Section V.F.6) — with corporate executive sponsorship led by Clay McElroy, Director of Sales & Client Engagement, as well as workforce management, quality support, and human resources. The proposed team, leadership structure, and reporting relationships are as follows. Resumes for all proposed personnel (maximum three pages each, including academic background, certifications, and three references) are provided in Appendix A. Any changes in proposed personnel will be implemented only after written approval from the State.

Role Proposed Individual Primary Work Assigned Reports To

Executive Oversight — President

Kevin Ryan, President & Managing Partner (25+ years in the call center industry; founder of three telecommunications companies; NAEO Hall of Fame inductee, 2006; B.A., Southern Illinois University; M.P.A., University of Illinois Urbana-Champaign)

Corporate accountability for contract performance; participates in executive business reviews.

TAS United ownership

Program Executive / Technology Liaison

Alexander MacLennan, Managing Partner (nearly 25 years of technical experience in call center operations; architect of TAS United's redundant private-cloud infrastructure; Texas A&M University–Corpus Christi)

Corporate program oversight; liaison to DHHS technical teams for equipment installation/maintenance coordination and NITC security alignment

TAS United ownership

Proposal | Solicitation No. 126010 O3 | Page 13

Role Proposed Individual Primary Work Assigned Reports To

Director of Sales & Client Engagement (contractual

SPOC)

Clay McElroy, Director of Sales & Client Engagement

— 806-766-2440, clay@tasunited.com

Contractual relationship and single point of contact; executive escalation;

quarterly and executive business reviews with DHHS

Kevin Ryan

Call Center Supervisor (on-site, Wausa, full-time; Social Service Supervisor equivalent;

fulfills the RFP's on-site Call Center Manager requirement)

[Priority: retain incumbent Wausa site leadership, subject to interview and State approval; TAS United internal candidate identified as contingency]

Full-time on-site management of all Call Center operations; recruiting, hiring, and managing staff; delivery of initial and ongoing training on CSE policies, CHARTS, and customer service standards; QA call and narrative auditing with calibration alongside DHHS; back-up lead call coverage during peaks and absences; security of confidential information; DHHS meetings; single point of contact for operations

Director of Sales & Client Engagement / TAS United Operations

Workforce Management, QA Calibration, and HR Support (corporate)

TAS United corporate operations team

Forecasting, scheduling, intraday management, reporting support;

independent second-scorer support for QA calibration; recruiting and benefits administration

TAS United Operations

Customer Service Representatives (14 FTE:

12 inbound + 2 dedicated outbound)

Incumbent Wausa staff (retention priority) plus new hires; senior CSRs designated as floor leads in the Supervisor's absence.

Inbound customer service; CHARTS documentation; outreach/outbound calling

Call Center Supervisor

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Team leadership, interface, and support functions: The Call Center Supervisor holds day-to-day authority and serves as DHHS's designated single point of contact for operations, consolidating supervisory, training, quality assurance, and backup lead functions into a single accountable on-site role. Clay McElroy, Director of

Sales & Client Engagement, serves as the contractual interface and executive escalation point, reporting to

Kevin Ryan, President. Corporate workforce management, QA calibration support, human resources, and IT liaison functions support the site without diluting local accountability. All Call Center work is performed under the supervision of TAS United.

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Section 2 — Technical Approach

2.1 Understanding of the Project Requirements

The State of Nebraska, Department of Health and Human Services, requires a qualified vendor to manage and operate the centralized Child Support Customer Service Call Center in Wausa, Nebraska, in satisfaction of Neb. Rev. Stat. § 43-3342.04. The Call Center is the primary point of contact for the customers of the

Nebraska Child Support Program: applicants for child support services; recipients of TANF, Child Care

Subsidy, Medicaid, and SNAP; Nebraska Courts, County Attorneys, Clerks of the District Court and their staff;

custodial and noncustodial parties; CSE staff statewide; and employers.

TAS United understands the operating environment and the scale of the work:

• The Nebraska CSE caseload is approximately 85,000 cases;

• The Call Center receives approximately 35,000 calls per quarter, with an average call of four minutes or less;

• Peak days are Mondays and the day after a holiday, when volume reaches approximately 1,000 calls — roughly double a typical day — requiring deliberate scheduling, cross-coverage, and real-time queue management;

• Hours of operation are Monday–Friday, 8:00 AM to 5:00 PM Central, observing State of Nebraska holidays;

• The Vendor operates within the State's ecosystem: the Central Office in Lincoln, statewide field offices, Clerks of the District Court, County/Authorized Attorneys, the State Disbursement Unit, the 24/7 VRU, and CHARTS — the primary automated system and financial record of the IV-D program, in which every call and follow-up action must be documented using appropriate narration protocols.

Equally important, we understand what DHHS is buying: not new technology, but disciplined, accountable management of an existing operation. DHHS provides the facility lease, data and voice network connectivity, computer and software equipment, remote-work equipment, Help Desk and CHARTS Production Support, and initial and ongoing program training. TAS United's role is to staff, manage, train, quality-assure, secure, and continuously improve the operation — while preserving continuity for the Nebraska families it serves.

2.2 Proposed Operational Approach

Our approach rests on five commitments, each mapped to the Operational Standards of Section V.F.3.

2.2.1 Service Delivery

• Answer and respond to all incoming calls with accurate responses according to the DHHS-approved desk guide and DHHS procedures; establish and maintain protocols to ensure every response is courteous and respectful.

• Verify caller identity using approved procedures before releasing case information.

• Resolve inquiries at first contact wherever possible; escalate complex casework to DHHS field or Central

Office staff according to DHHS-approved workflows.

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• Document all calls and follow-up actions in CHARTS using appropriate narration protocols; update customer information in CHARTS, including name, date of birth, Social Security number, employment information, health insurance information, address, phone number, and email.

• Make outgoing calls and complete follow-up on all customer inquiries in accordance with established

DHHS procedures.

• Provide Telecommunications Device for the Deaf (TDD) access for deaf customers and multi-lingual support through telephonic interpretation services on every call requiring it.

• Provide appropriate messaging or call routing whenever the VRU or phone system is non-operational, in coordination with DHHS.

2.2.2 Management Discipline

• A full-time, on-site Call Center Supervisor in Wausa manages all aspects of daily operations and serves as DHHS's designated single point of contact.

• Designated managers provide all interaction and communication with DHHS personnel supporting the

Call Center.

• TAS United will inform DHHS before implementing major decisions affecting shared processes or customer service, including the expected impact.

• Under the direction of DHHS, TAS United will make all changes mandated by state or federal regulations and program operating policies and procedures.

• Should staffing fall below mandated levels, TAS United will disclose the deficit in its monthly report and present a remediation strategy at the quarterly meeting, including how all contract obligations will be met during the shortage and a timeline for restoring the workforce.

2.2.3 Performance Standards

Standard (RFP V.F.5) TAS United Commitment

How We Manage It

Initial queue time ≤ 4 minutes Committed Interval-level forecasting from historical volume; peak-day (Monday/post-holiday) staffing surge; real-time queue monitoring with supervisor reallocation

Hold time ≤ 4 minutes Committed Hold-time alerts; warm-transfer and callback protocols per DHHS procedures; coaching on efficient research paths in

CHARTS

Accurate responses on all calls Committed Desk-guide adherence; QA audit of a sample of calls and CHARTS narratives; customer re-contact to correct inaccurate answers, in consultation with DHHS when necessary; errors fed into the ongoing training plan

Answer and follow up on all inbound and outbound calls

Committed Documented follow-up queues in CHARTS; daily supervisor review of open items

Secure storage and processing of all information; authorized access only

Committed State-authorized equipment and systems only; role-based CHARTS access; controls in Section 7

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Standard (RFP V.F.5) TAS United Commitment

How We Manage It

Return/transfer or deletion of all data upon termination

Committed Good-faith negotiation of format, timing, and manner with

DHHS

2.2.4 Audit Readiness and Oversight

• Full access for audits and reviews consistent with normal business practice and to the satisfaction of

DHHS; complete cooperation with DHHS and other state and/or federal auditors.

• DHHS staff may visit the Call Center with or without advance notice; DHHS may complete performance audits as necessary and may audit calls and narratives at any time.

• TAS United will implement any improvements or modifications indicated by the results of any audit or review, including security reviews.

2.2.5 Collaboration and Continuous Improvement

• Collaborate with DHHS on continuous quality improvement in the delivery of customer service, including joint setting of performance standards and the agreed QA accuracy level and evaluation tool.

• Develop and administer a joint customer complaint resolution process with DHHS (Section 5.6).

• Develop and/or maintain a detailed desk guide for all Call Center staff guiding child support procedures and methods for handling caller questions; adhere to desk guide protocols.

• Create strategies to continuously improve and enhance the Call Center through technology and innovation, presented in quarterly reports.

2.3 Technical Considerations

Consistent with Section V.A of the RFP, TAS United will maintain required staffing levels and utilize the computer systems, telephony infrastructure, and Voice Response Unit provided by DHHS for all management and operational activities. Specifically:

• CHARTS: All case documentation, narration, follow-up tracking, and customer information updates occur in CHARTS, using the existing state security model to limit access and manipulation within

CHARTS and its related systems.

• State-authorized equipment and systems only: All data will be accessed from state-authorized equipment and stored in state-authorized systems. TAS United will not introduce independent systems for case data.

• Equipment installation and maintenance: TAS United will work with DHHS to install and maintain all equipment required to perform the services of the contract, at the Wausa site and for approved remote staff (for whom DHHS provides equipment; TAS United's remote work plan addresses connectivity responsibilities and support expectations — Section 3.5).

• VRU coordination: The 24/7 VRU remains the front door for automated payment inquiries; CSRs reinforce VRU self-service options where appropriate to manage live-call demand, and contingency routing/messaging is invoked when the VRU or phone system is non-operational.

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• TAS United management toolset: Where DHHS systems do not provide a function (e.g., staff scheduling, QA scorecards, coaching logs, training records), TAS United applies its corporate management tools without touching or storing case data, and in compliance with DHHS and NITC security standards.

• Nebraska Technology Access Standards: TAS United acknowledges and will comply with the Nebraska

Technology Access Standards and NITC security standards and policies.

2.4 Detailed Project Work Plan, Management, and Implementation

2.4.1 Transition Philosophy and Goals

Because the Call Center must be fully operational at 8:00 AM on October 1, 2026, and because the RFP's

Schedule of Events anticipates contract award on September 16, 2026, and a contract start of September 21, 2026, service continuity depends on one thing above all: retaining the current Wausa workforce. Our transition plan is therefore retention-led. Transition goals:

• Zero interruption of customer service — every call answered on October 1 as on September 30;

• Retention of current Call Center staff, with employment offers extended immediately upon contract execution;

• A fully informed workforce — the communication plan ensures staff understand all management adjustments before October 1, 2026;

• Clear governance — DHHS receives the list of TAS United management staff, their duties, and communication methods within fifteen (15) days after contract execution;

• Completion of all transition activities within forty-five (45) days of contract execution.

2.4.2 Transition Work Plan and Timeline

The Schedule of Events anticipates contract award on September 16, 2026, and a contract start on

September 21, 2026 — roughly 10 calendar days before the fixed October 1 go-live. Our plan is therefore front-loaded: everything required for go-live is completed in the first 10 days, and the balance of the 45-day window is used for stabilization, verification, and formal close-out. Pre-execution preparation during the contract finalization period (August 15 – September 15) keeps the critical path short. The timeline assumes execution on or about September 21; if execution occurs earlier, pre-go-live phases expand proportionally

— October 1 does not move.

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* Day 15 — management staff list, duties, and communication methods delivered to DHHS. ** Day 45 — all transition activities complete within 45 days of contract execution. Day 0 assumes execution on or about September 21, 2026, per the Schedule of Events; pre-go-live phases may be compressed or expanded as needed to protect the fixed October 1 date.

Phase / Days from Execution

Key Activities Responsible DHHS Support (per V.G)

Phase 1: Initiation Days 0–3

Kickoff with DHHS Contract Manager; confirm governance, meeting cadence, and escalation paths; finalize detailed schedule; extend employment offers to incumbent Wausa staff with pay parity commitments on Day 0–1; deliver staff communication plan

TAS United Transition PM;

Director of Sales & Client Engagement

Designate CSE Contract Manager;

coordinate meetings requiring DHHS approval

Phase 2: Workforce & Communication Days 0–10 (list by Day 15)

Complete retention offers and onboarding paperwork; background checks for any personnel not previously adjudicated; all-staff sessions covering management adjustments, policies, payroll, and benefits — completed before October 1; management staff list, duties, and communication methods delivered to DHHS no later than Day 15

Call Center Supervisor; TAS United HR

Access to Annual Security Awareness Training; labor-contract pay scale confirmation

Phase 3: Knowledge Transfer & Access Days 2–9

Review desk guide, DHHS procedures, narration protocols, escalation workflows; confirm CHARTS access and state security roles for all staff; validate telephony, VRU routing, TDD, and interpretation services; document reporting requirements and formats.

Transition PM; Call Center Supervisor

CHARTS

Production Support; Help Desk; network connectivity;

equipment

Phase 4: Readiness Validation & Sign-off Days 8–10

Staffing validated at 14+ FTE CSRs (2 outbound-dedicated); training gap-closure for any new hires;

QA calibration session with DHHS; monthly report format confirmed; readiness review and DHHS

Call Center Supervisor;

Transition PM

Joint readiness review; standards and goals consultation

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Phase / Days from Execution

Key Activities Responsible DHHS Support (per V.G) sign-off before October 1; inclement-weather remote plan confirmed

Phase 5: Go-Live & Stabilization Day 10 (Oct 1) – Day 45

Full operations at 8:00 AM CST October 1, 2026;

heightened management presence during weeks 1–2; daily internal huddles and issue log; first monthly report cycle initiated; complaint-resolution process finalized with DHHS; transition close-out and lessons-learned review completed within 45 days of execution

Call Center Supervisor; all staff

Ongoing program training;

complaint-resolution process co-development

2.4.3 Transition Communication Plan

• With DHHS: Weekly written status reports and standing status meetings during transition covering completed milestones, upcoming activities, risks, action items, and decisions; immediate escalation of any risk to the October 1 go-live.

• With staff: Day-one announcement and Q&A sessions; written FAQ covering employment terms, pay parity, benefits, and management structure; named points of contact for employee questions; all management adjustments communicated before October 1, 2026.

• With customers: None required — phone numbers, hours, the VRU, and the service experience are unchanged. That is the point of a retention-led transition.

2.4.4 Transition Risk Management

Risk Mitigation

Incumbent staff attrition during transition

Immediate offers with pay parity; retention conversations led by on-site manager; accelerated recruiting pipeline as backstop (Section 3.4)

Compressed award-to-go-live window Pre-execution planning completed during contract finalization period;

retention-led model minimizes activities on the critical path

CHARTS access or security-role delays Early submission of access requests; coordination with DHHS Help Desk in Phase 3; contingency shared-supervision procedures

Background check delays for new hires Prioritize incumbent staff (already adjudicated); begin new-hire checks immediately at execution.

Winter weather near go-live Inclement-weather remote work plan validated in Phase 4, initiated in collaboration with DHHS

2.4.5 Ongoing Management and Governance

After stabilization, governance continues through: daily supervisor huddles; weekly internal operations reviews; monthly reports to DHHS; quarterly meetings covering statistics, staffing, remediation of any deficits, and suggested process improvements through technology and innovation; and executive business reviews led by Clay McElroy, Director of Sales & Client Engagement. Collaboration with DHHS specifically addresses conflict resolution, staffing issues including recruitment and hiring of key staff, progress reporting, continuous quality improvement, and the setting of performance standards, per Section V.F.3.

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Section 3 — Staffing Plan and Management Plan

3.1 Staffing Commitments

• A minimum of fourteen (14) full-time customer service representatives, of whom two (2) are dedicated to outreach/outbound calls, plus sufficient supervisory, administrative, and training staff to maintain a high standard of operation.

• A full-time, on-site Call Center Supervisor in Wausa — fulfilling the RFP's on-site Call Center Manager requirement (Section V.F.6) — with sufficient education, training, and ability to manage daily operations: working on-site full time; managing all aspects of the operation; recruiting, hiring, and managing all Call Center staff; personally delivering training to meet the needs of the Child Support

Program; conducting quality assurance evaluations; serving as back-up lead on the queues during peaks and absences; ensuring the security and protection of all confidential information; and attending meetings as requested by CSE.

• Pay parity: Vendor staff will receive the same pay rate as equivalent DHHS call center staff (social service worker, social service lead worker, training coordinator, social service supervisor, social service unit manager, administrator I) as outlined in the labor contracts. Any future pay increases for DHHS call center staff will be proportionally applied to TAS United staff rates.

• Retention of current staff: TAS United will extend employment offers to all current Call Center staff in good standing immediately upon contract execution, preserving institutional knowledge and service continuity.

• Supervision: All work completed by Call Center staff is performed under the supervision of TAS United, which is responsible for all oversight and management of Call Center staff.

• Supplies: TAS United is responsible for all basic office supplies (envelopes, paper, pens, and similar items).

3.2 Organizational Structure

The on-site structure is deliberately lean and accountable: one full-time Call Center Supervisor — fulfilling the RFP's on-site Call Center Manager requirement and additionally serving as trainer, quality assurance evaluator, and back-up lead — directing fourteen CSRs (twelve inbound-focused; two dedicated outbound), with designated senior CSRs acting as floor leads in the Supervisor's absence. Corporate support includes the

Account Executive (executive sponsor), workforce management, QA calibration second-scoring, human resources, and an IT/security liaison to DHHS technical teams. Reporting relationships are detailed in Section

1.9.

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3.3 Recruitment and Hiring

TAS United recruits individuals with strong communication skills, professionalism, empathy, attention to detail, and demonstrated commitment to customer service. For the Wausa market, our recruiting strategy includes:

• Priority retention of incumbent staff with recognition of tenure;

• Local and regional sourcing across northeast Nebraska (Wausa, Bloomfield, Osmond, Randolph, Wayne, Norfolk corridor), including community job boards, area colleges, workforce development offices, and employee referral incentives;

• A DHHS-approved remote-work pathway (post-training, Nebraska-resident) that widens the statewide candidate pool for both inbound and outbound roles;

• Structured screening: every applicant completes a formal interview process followed by mandatory pre-employment screening conducted through Pre-Employment Inc., including a thorough criminal history review, credit history review, and drug screening, plus E-Verify work-eligibility confirmation and reference verification. Management candidates additionally complete the Culture Index assessment to evaluate leadership fit.

• Background checks on all employees who will have access to facilities or operations, meeting the RFP standard: individuals with access to participant addresses must have a successfully adjudicated background check; disqualifying items include restraining orders, violent crimes against persons, burglary, or theft. Hiring practices support equal employment opportunity.

3.4 Retention Plan and Vacancy Management

In accordance with Section V.F.6, TAS United's detailed recruitment and retention plan includes:

• Retention strategies: pay parity with DHHS classifications; structured onboarding; continuous coaching and recognition; career pathways (CSR → lead → supervisor → training/QA) with a policy of promoting internally whenever possible; post-probation remote-work eligibility with DHHS approval; supportive on-site leadership; and performance evaluations at each employee's 30/60/90-day anniversaries and annually thereafter.

• Benefits package: TAS United provides benefits and compensation competitive with the commercial marketplace, including medical, dental, and vision coverage; long-term and short-term disability; paid leave; critical illness care; life and supplemental life insurance; tuition reimbursement; a 401(k) plan with discretionary match; and referral and performance bonuses. This demonstrated retention formula

— compassionate culture, professional development, and competitive compensation — is a documented strength across TAS United's long-running contracts.

• Positions vacant more than 30 days: automatic escalation to the Director of Sales & Client

Engagement; expanded sourcing (regional advertising, referral bonus increase, remote-eligible posting statewide in Nebraska); weekly pipeline reporting to DHHS until filled.

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• Meeting requirements while vacancies exist: cross-trained staff flex between inbound and outbound queues; supervisor and trainer take calls during peaks; overtime offered within labor-contract terms;

schedule optimization around Monday/post-holiday peaks. Any staffing deficit below mandated levels is disclosed in the monthly report with a remediation strategy and restoration timeline presented at the quarterly meeting.

3.5 Remote Work and Inclement Weather Continuity Plan

• Upon completion of training and satisfaction of probationary requirements, and with DHHS approval, Call Center employees may work remotely from locations within Nebraska. Remote staff mirror all standards and expectations for on-site Wausa staff — schedules, quality, security, and supervision — and use DHHS-provided equipment. TAS United acknowledges DHHS does not provide network connectivity or on-site support for remote staff and will define connectivity requirements and remote troubleshooting protocols accordingly.

• TAS United will develop and implement a remote work plan to keep the Call Center operational during inclement weather or other events preventing staff from working at the Wausa facility, initiated in collaboration with DHHS. The plan pre-identifies remote-ready staff, equipment status, activation triggers, notification trees, and same-day queue coverage validation.

• Lubbock failsafe layer: as an additional failsafe measure for inclement weather or power outages that prevent both on-site and Nebraska remote coverage, incoming phone lines can be redirected — in coordination with DHHS telecom support — to TAS United's Lubbock, TX contact center for continued live support. Lubbock agents answer every call professionally, provide general status messaging, and take a basic message (caller name, callback number, and nature of the inquiry) for a return call after the inclement weather passes. Lubbock failsafe agents do not access CHARTS or any case data; messages are securely relayed to authorized Call Center staff, who complete return calls and CHARTS narration once normal operations resume. This ensures that no Nebraska family ever reaches a deadline, even during a total site outage.

3.6 Training Plan

Per Section V.F.7, TAS United will provide a comprehensive, detailed plan for initial and ongoing training, developed in collaboration with DHHS (which provides initial and ongoing program training per Section V.G) and delivered by the on-site Call Center Supervisor with corporate training support.

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Initial Training (new hires; refresher tracks for incumbent staff)

Component Content

CSE Program Orientation Nebraska Child Support Program structure; Central Office, field offices, Clerks of the District Court, County/Authorized Attorneys, SDU; IV-D services (location, paternity, establishment, modification, enforcement, intergovernmental)

Policies & Procedures DHHS desk guide; narration protocols; escalation workflows; confidentiality and privacy obligations

CHARTS Application Navigation; case lookup; documentation and narration; customer information updates (name, DOB, SSN, employment, health insurance, address, phone, email)

Customer Service Standards Courtesy and respect protocols; de-escalation; empathy in high-stress family situations; caller identity verification; TDD and telephonic interpretation use

Security & Compliance DHHS Annual Security Awareness training; IRS confidentiality requirements;

acceptable use; incident reporting

Simulation & Certification Scored call simulations; side-by-side mentoring; competency demonstration required before independent call handling

Ongoing Training

• Monthly refresher topics driven by QA findings — errors identified in accuracy audits are incorporated into the ongoing training plan, as required by Section V.F.5;

• Immediate update training for all changes mandated by state or federal regulations or DHHS policy, implemented under DHHS direction;

• Annual Security Awareness training completion for all staff, as directed by DHHS, with tracked completion records;

• A minimum of eight (8) hours of customer service training and four (4) hours of sustainment training annually for every employee, delivered through classroom instruction and structured on-the-job

“shadowing” with experienced representatives; new agents must pass a competency test before independent call handling, with retraining and retesting for any who fall short;

• Cross-training between inbound and outreach functions to deepen bench strength for peak days and vacancies.

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Section 4 —…