HomeMy WebLinkAbout2022-116-E-Housing-Legacy, Insurance, and Financial Education-racial equity consultingRevised 06/21
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[Departmental Use Only]
TITLE L.I.F.E Group_OCPEH
FY 2021-22
NORTH CAROLINA
SERVICES AGREEMENT NO RFP/RFQ
ORANGE COUNTY
This Services Agreement (hereinafter “Agreement”), made and entered into this 10th day of
March, 2022, (“Effective Date”) by and between Orange County, North Carolina a political
subdivision of the State of North Carolina (hereinafter, the "County") and Legacy, Insurance, and
Financial Education, LLC, (hereinafter, the "Provider").
WITNESSETH:
That the County and Provider, for the consideration herein named, do hereby agree as
follows:
1. Services
a. Scope of Work.
i) This Agreement is for services to be rendered by Provider to County with respect
to (insert type of project): racial equity consulting
ii) By executing this Agreement, the Provider represents and agrees that Provider is
qualified to perform and fully capable of performing and providing the services
required or necessary under this Agreement in a fully competent, professional and
timely manner.
iii) Time is of the essence with respect to this Agreement.
iv) The services to be performed under this Agreement consist of Basic Services, as
described and designated in Section 3 hereof. Compensation to the Provider for
Basic Services under this Agreement shall be as set forth herein.
2. Responsibilities of the Provider
a. Services to be provided. The Provider shall provide the County with all services
required in Section 3 to satisfactorily complete the Project within the time limitations set
forth herein and in accordance with the highest professional standards.
b. Standard of Care.
i) The Provider shall exercise reasonable care and diligence in performing services
under this Agreement in accordance with the highest generally accepted standards
of this type of Provider practice throughout the United States and in accordance
with applicable federal, state and local laws and regulations applicable to the
performance of these services. Provider is solely responsible for the professional
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quality, accuracy and timely completion and submission of all work related to the
Basic Services.
ii) Provider shall be responsible for all errors or omissions of its agents, contractors,
employees, or assigns in the performance of the Agreement. Provider shall
correct any and all errors, omissions, discrepancies, ambiguities, mistakes or
conflicts at no additional cost to the County.
iii) The Provider shall not, except as otherwise provided for in this Agreement,
subcontract the performance of any work under this Agreement without prior
written permission of the County. No permission for subcontracting shall create,
between the County and the subcontractor, any contract or any other relationship.
iv) Provider is an independent contractor of County. Any and all employees of the
Provider engaged by the Provider in the performance of any work or services
required of the Provider under this Agreement, shall be considered employees or
agents of the Provider only and not of the County, and any and all claims that may
or might arise under any workers compensation or other law or contract on behalf
of said employees while so engaged shall be the sole obligation and responsibility
of the Provider.
v) If activities related to the performance of this Agreement require specific licenses,
certifications, or related credentials Provider represents that it or its employees,
agents and subcontractors engaged in such activities possess such licenses,
certifications, or credentials and that such licenses certifications, or credentials are
current, active, and not in a state of suspension or revocation.
vi) In determining the Basic Services to be provided, should any documents be
referenced in this Agreement, the terms of this Agreement shall have priority in
any conflict between the terms of referenced documents and the terms of this
Agreement.
vii) Should this Agreement involve project designs, the construction or creation of
which is to be bid out or fulfilled by other contractors, and bidding or negotiation
with contractors produce prices which, when added to the other elements of the
approved total project cost, produce a cost that is in excess of the approved total
project cost, the Provider shall participate with the County in negotiation and
design adjustments to the extent such are necessary to obtain prices within the
approved total project cost. All activity of the Provider with respect to these
matters shall constitute Basic Services and shall be performed by the Provider
without additional compensation. If negotiation and design adjustments fail to
bring costs within the total project cost the County may reject all bids and
Provider will redesign or reduce portions of the project in an effort to reduce the
bid prices to within the total project cost and rebid the project. One such redesign
is included within Basic Services. If this second letting for bids does not produce
bids that are within the approved total project cost initially or after negotiations
with the contractor the cost is not reduced to an amount within the total project
cost, the Provider is not obligated to engage in further redesign.
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3. Basic Services
a. Basic Services. The Services to be rendered pursuant to this Agreement are as follows
(fully describe services to be provided): See attached Scope of Work
4. Duration of Services
a. Term. The term of this Agreement shall be from March 10, 2022 to June 30, 2022.
b. Scheduling of Services.
i) The Provider shall schedule and perform its activities in a timely manner.
ii) Should the County determine that the Provider is behind schedule, it may require
the Provider to expedite and accelerate its efforts, including providing additional
resources and working overtime, as necessary, to perform its services in
accordance with the approved project schedule at no additional cost to the
County.
iii) The Commencement Date for the Provider's Basic Services shall be March 10,
2022.
5. Compensation
a. Compensation for Basic Services. Compensation for Basic Services shall include all
compensation due the Provider from the County for all services satisfactorily (as
determined by the County) performed pursuant to this Agreement. The maximum
amount payable for Basic Services shall not exceed ten thousand Dollars ($10,000).
Payment for satisfactorily performed Basic Services shall become due and payable
within thirty (30) days of Provider properly invoicing County. Payment shall be subject
to provisions of Section 5(b).
b. Disputes. In the event the amount stated on an invoice is disputed by the County, the
County may withhold payment of all or a portion of the amount stated on an invoice
until the parties resolve the dispute. Should Provider fail to perform its duties under the
terms of this Agreement, County may, without fault or penalty, withhold any payment
associated with the work to be performed until such time as said work is completed.
c. Additional Services. County shall not be responsible for costs related to any services in
addition to the Basic Services performed by Provider unless County requests such
additional services in writing and such additional services are evidenced by a written
amendment to this Agreement.
6. Responsibilities of the County
a. Cooperation and Coordination. The County has designated (Rachel Waltz) to act as the
County's representative with respect to the Project who shall have the authority to render
decisions within guidelines established by the County Manager or the County Board of
Commissioners and who shall be available during working hours as often as may be
reasonably required to render decisions and to furnish information.
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7. Insurance
a. General Requirements. Provider shall obtain, at its sole expense, Commercial General
Liability Insurance, Automobile Insurance, Workers’ Compensation Insurance, and any
additional insurance as may be required by County’s Risk Manager as such insurance
requirements are described in the Orange County Risk Transfer Policy and Orange
County Minimum Insurance Coverage Requirements (each document is incorporated
herein by reference and may be viewed at
http://www.orangecountync.gov/departments/purchasing_division/contracts.php). If
County’s Risk Manager determines additional insurance coverage is required such
additional insurance shall consist of n/a (if no additional insurance required mark N/A as
being not applicable). Provider shall not commence work until such insurance is in
effect and certification thereof has been received by the County's Risk Manager.
8. Indemnity
a. Indemnity. To the extent authorized by North Carolina law the Provider agrees, without
limitation, to defend, indemnify and hold harmless the County from all loss, liability,
claims or expense, including attorney's fees, arising out of or related to the Project and
arising from property damage or bodily injury including death to any person or persons
caused in whole or in part by the negligence or misconduct of the Provider except to the
extent same are caused by the negligence or willful misconduct of the County. It is the
intent of this provision to require the Provider to indemnify the County to the fullest
extent permitted under North Carolina law.
9. Amendments to the Agreement
a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional
compensation or a change in duration of this Agreement shall be made by a written
Amendment to this Agreement executed by the County and the Provider. The Provider
shall proceed to perform the Services required by the Amendment only after receiving a
fully executed Amendment from the County.
10. Termination
a. Termination for Convenience of the County. This Agreement may be terminated without
cause by the County and for its convenience upon seven (7) days’ prior written notice to
the Provider.
b. Other Termination. The Provider may terminate this Agreement based upon the County's
material breach of this Agreement; provided, the County has not taken all reasonable
actions to remedy the breach. The Provider shall give the County seven (7) days' prior
written notice of its intent to terminate this Agreement for cause. Either party may
terminate this Agreement upon notice to the other party that obligations pursuant to this
Agreement are made impractical due to declarations of emergency by Orange County or
by North Carolina due to events directly impacting Orange County. Both parties shall
remain responsible for all payment and performance due up to the receipt of such notice,
but shall have no further obligation or responsibility beyond that date provided the
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terminating party has taken all reasonable steps to complete the performance of its
obligations.
c. Compensation After Termination.
i) In the event of termination, the Provider shall be paid that portion of the fees and
expenses that it has earned to the date of termination, less any costs or expenses
incurred or anticipated to be incurred by the County due to errors or omissions of
the Provider. Upon request of the County, the Provider shall submit to County all
relevant documentation, including but not limited to, job cost records, to support
its claims for final compensation.
ii) Should this Agreement be terminated, the Provider shall deliver to the County
within seven (7) days, at no additional cost, all deliverables including any
electronic data or files relating to the Project.
d. Waiver. The payment of any sums by the County under this Agreement or the failure of
the County to require compliance by the Provider with any provisions of this Agreement
or the waiver by the County of any breach of this Agreement shall not constitute a
waiver of any claim for damages by the County for any breach of this Agreement or a
waiver of any other required compliance with this Agreement.
e. Suspension. County may suspend the Basic Services and this Agreement at any time for
County’s convenience and without penalty to County upon three (3) days’ notice to
Provider. Upon any suspension by County, Provider shall discontinue work on the Basic
Services and shall not resume the Basic Services until notified to proceed by County.
11. Additional Provisions
a. Limitation and Assignment. The County and the Provider each bind themselves, their
successors, assigns and legal representatives to the terms of this Agreement. Neither the
County nor the Provider shall assign or transfer its interest in this Agreement without the
written consent of the other.
b. Governing Law. This Agreement and the duties, responsibilities, obligations and rights
of respective parties hereunder shall be governed by the laws of the State of North
Carolina. By executing this Agreement Provider affirms that Provider and any
subcontractors of Provider are and shall remain in compliance with Article 2 of Chapter
64 of the North Carolina General Statutes. By executing this Agreement Provider
certifies that Provider has not been identified, and has not utilized the services of any
agent or subcontractor identified, on the list created by the State Treasurer pursuant to
G.S. 147-86.58. By executing this Agreement Provider certifies that Provider has not
been identified, and has not utilized the services of any agent or subcontractor identified,
on the list created by the State Treasurer pursuant to G.S. 147-86.81.
c. Non-Discrimination. Provider shall at all times remain in compliance with all applicable
local, state, and federal laws, rules, and regulations including but not limited to all state
and federal non-discrimination laws, policies, rules, and regulations and the Orange
County Non-Discrimination Policy and Orange County Living Wage Policy (each policy
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is incorporated herein by reference and may be viewed at
http://www.orangecountync.gov/departments/purchasing_division/contracts.php.) Any
violation of the Orange County Non-Discrimination Policy is a breach of this Agreement
and County may immediately terminate this Agreement without further obligation on the
part of the County. This paragraph is not intended to limit and does not limit the
definition of breach to discrimination.
d. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages
with respect to any provision of, or the performance or non-performance of, this
Agreement shall be brought in the General Court of Justice of North Carolina sitting in
Orange County, North Carolina. It is agreed by the parties that no other court shall have
jurisdiction or venue with respect to such suits or actions. Binding arbitration may not
be initiated by either Party, however, the Parties may agree to nonbinding mediation of
any dispute prior to the bringing of such suit or action.
e. Entire Agreement. This Agreement represents the entire and integrated agreement
between the County and the Provider and supersedes all prior negotiations,
representations or agreements, either written or oral. This Agreement may be amended
only by written instrument signed by both parties. Modifications may be evidenced by
facsimile signatures.
f. Severability. If any provision of this Agreement is held as a matter of law to be
unenforceable, the remainder of this Agreement shall be valid and binding upon the
Parties.
g. Ownership of Work Product. Should Provider’s performance of this Agreement generate
documents, items or things that are specific to this Project such documents, items or
things shall become the property of the County and may be used on any other project
without additional compensation to the Provider. The use of the documents, items or
things by the County or by any person or entity for any purpose other than the Project as
set forth in this Agreement shall be at the full risk of the County.
h. Non-Appropriation. Provider acknowledges that County is a governmental entity, and
the validity of this Agreement is based upon the availability of public funding under the
authority of its statutory mandate.
In the event that public funds are unavailable or not appropriated for the performance of
County’s obligations under this Agreement, then this Agreement shall automatically
expire without penalty to County immediately upon written notice to Provider of the
unavailability or non-appropriation of public funds. It is expressly agreed that County
shall not activate this non-appropriation provision for its convenience or to circumvent
the requirements of this Agreement.
In the event of a change in the County’s statutory authority, mandate or mandated
functions, by state or federal legislative or regulatory action, which adversely affects
County’s authority to continue its obligations under this Agreement, then this Agreement
shall automatically terminate without penalty to County upon written notice to Provider
of such limitation or change in County’s legal authority.
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i. Signatures. This Agreement together with any amendments or modifications may be
executed electronically. All electronic signatures affixed hereto evidence the consent of
the Parties to utilize electronic signatures and the intent of the Parties to comply with
Article 11A and Article 40 of North Carolina General Statute Chapter 66.
j. Notices. Any notice required by this Agreement shall be in writing and delivered by
certified or registered mail, return receipt requested to the following:
Orange County Provider’s Name
Attention:Rachel Waltz Thomas Johnson-Bean
P.O. Box 8181 Legacy,Insurance,and
Financial Education, LLC
Hillsborough, NC 27278 2764 Pleasant Rd, Suite A -
PMB 957, Fort Mill, SC 29708
[SIGNATURE PAGE TO FOLLOW]
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IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have
hereunder set their hands and seal, all as of the day and year first above written.
ORANGE COUNTY: PROVIDER:
By: _________________________________
Bonnie Hammersley, County Manager
By: __________________________________
Thomas Johnson-Bean, President
Printed Name and Title
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ORANGE COUNTY—DEPARTMENT USE ONLY
______________________________________________________________________________
Party/Vendor Name: Legacy, Insurance, and Financial Education, LLC Party/Vendor Contact Person: Thomas
Johnson-Bean Contact Phone: 1-877-888-1532 Party/Vendor Address: 2764 Pleasant Road, Suite A, PMB 957
City Fort Mill State: SC Zip: 29708 Department: OCHCD Amount: $10,000 Purpose: racial equity consulting
Budget Code(s): 32470620 630000 Vendor # N/A (N/A if new vendor) Vendor is a BOCC consultant? Yes
No Contract Type: (Check one) New Renewal Amendment Effective Date Approved by
Board Yes No Agenda Date: --- For Section XIV. c. contracts only, Approved by Board in Current FY
Budget Yes No
This agreement is approved as to technical form and content and I as Department Director affirmatively state work
on this project has not been initiated prior to execution of the agreement:
Department Director’s Signature ________________________________________ Date: ________
Agreements for emergency services or repair are not subject to the above affirmation. If services related to this
agreement have already begun or been completed please briefly describe the nature of the emergency condition that
was addressed:
Information Technologies
(Applicable only to hardware/software purchases or related services) This agreement has been reviewed and is
approved as to information technology content and specifications:
Office of the Chief Information Officer___________________________________ Date: ________
Risk Management
This agreement is approved for sufficiency of insurance standards, specifications, and requirements:
Office of the Risk Management Officer___________________________________ Date: _________
Financial Services
This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control
Act:
Office of the Chief Financial Officer ____________________________________ Date: _________
Legal Services
This agreement is approved as to legal form and sufficiency:
Office of the County Attorney __________________________________________Date: ________
Clerk to the Board
Received for record retention:
All Docusign contracts must be copied to the Clerk upon completion: occlerkdocs@orangecountync.gov
The following signature block is for hard copies only and is not required for Docusign contracts:
Office of the Clerk to the Board __________________________________________Date:_________
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3/21/2022
3/22/2022
3/22/2022
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The Breakpoint Initiative
Primary Contacts: Thomas Johnson-Bean, Jamall Kinard
Email: T.JohnsonBean@TheLIFE-iWant.com
Email: JKinard@ConsciousLeadershipBCK.com
Conscious Leadership, in fellowship with The L.I.F.E. Group (Legacy, Insurance, and
Financial Education), is excited to present a dynamic racial and financial equity training
program called The Breakpoint Initiative.
Established during a very trying year, in the throes of 2020, this unique program was built
and formatted to boost company morale, increase employee engagement, and create a greater
sense of community by exploring and analyzing our shared history, discussing economic
realities, and incorporating components of critical awareness and implicit/explicit bias
training. Our specialized areas of instruction are racial equity, social justice, and financial
wellness.
Our mission is to enrich your organizational structure with a comprehensive curriculum that
complements a healthy workplace culture. As you continue to shape, expand, and invest in
your team, we are excited to help your process! We have presented our program in various
businesses and non-profits, as well as in several churches through our Faith and Finances
ministry, and we have consulted with both start-up and well-established companies.
The Breakpoint Initiative is committed to being a staple in the philanthropic community as
well as a trusted diversity and inclusion partner in the business community. The importance
of measurable success has been pivotal to our expansion and impact. Our bar is excellence,
and we count on ongoing feedback from our clients to meet it. We consult with staff and
leadership teams by offering a customized experience; we also employ multiple training
options to ensure our services rise above and beyond the standards of successful
implementation set forth by each organization we partner with.
We have seen our program enrich the perspectives of leaders, advance equity goals, and
build bridges for employees to better engage with one another. When company culture is
built upon a strong foundation of racial and financial equity, with conscious leadership at the
helm, it is well-positioned to thrive. Empathy and empowerment are our ultimate goals!
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The Breakpoint Initiative
Meet Our Team
_________________________________________________________
Jamall Kinard
Founder/President of Conscious Leadership and
Community Organizer/Non-profit advisor
Jamall Kinard is the Executive
Director of the Lakeview
Neighborhood Alliance. After 10
years of service as an educator and
coach in the Charlotte Mecklenburg
School System, he began
facilitating workshops with the
nationally recognized diversity
training program, Racial Equity Institute, in August of 2019.
As a devoted community organizer, he spends the bulk of his time as the
Executive Director of the Lakeview Neighborhood Alliance (LNA), where he
is leading the charge on revitalization efforts by focusing on family stability
and civic awareness.
The benefits of working with businesses and foundations are vast as Jamall
builds a blueprint for various communities, organizations, and institutions to
invest into the communities they thrive in. The goal of Conscious
Leadership’s work is to create environments where racial diversity is not only
embraced but celebrated, strong local leaders are empowered, and systemic
racism is dismantled.
Jamall obtained a Bachelor of Science Degree in Computer Science from
Gardner-Webb University, Master’s Degree in Leadership from Northeastern
University, and has Nonprofit Business Management Certifications from both
Wake Forest University and Duke University.
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The Breakpoint Initiative
Thomas R-L Johnson-Bean
Founder and President of The L.I.F.E. Group
Author of “4 True Lies about Your Money”
Thomas Johnson-Bean is the Founder
and President of The L.I.F.E. Group
(Legacy, Insurance, and Financial
Education) as well as an avid investor
and 16-year entrepreneur. As a
consultant, and author of “4 True Lies
about Your Money”, he is nationally
recognized as an advocate for corporate
health, employee engagement, and
financial wellness.
Thomas spent 10 years as a Financial Advisor with Bankers Life and
Casualty where he rose the ranks to become a Unit Supervisor and led the
region in production. The Bankers Life model is based on Retirement income
and Legacy planning. It was in building relationships with retired business
owners, managing corporate exits, and succession planning where he found
his passion for working with Business Owners and Executives to cement their
vision and build healthy cultures where people can thrive.
With a track record of success, and great relationships within the Investment
advisory industry, Thomas went on to become the Managing Director of a
Millennial-focused Advisory firm in Uptown Charlotte. While growing a
team of Advisors, he worked with budding Entrepreneurs and Start-up
companies that used seed money, venture capital, and crowdfunding to
expand. He has worked to grow healthy companies from the very beginning
and helped successful companies close their doors.
Thomas has consulted with several Fortune 500 companies and enjoyed a
flourishing career as a Financial Advisor before retiring his securities
licenses. He is a graduate of Davidson College and a student of life.
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The Breakpoint Initiative
Executive Summary
_________________________________________________________
We customize a model of our programming specifically to meet the parameters of the racial
equity initiatives sought by each organization we consult with. The focus will be to engage
the established culture with an in-depth assessment of the senior leadership team and
included staff, explore the data within the assessments, and evaluate the culture, through the
lens of our expertise, and with those who work in the culture day by day. We then map out a
plan to engage the culture with a breakpoint – this “Action phase” is built into our process.
By definition, a breakpoint is “A point in the processing of a program that the programmer
wants to observe more closely by stopping the program and examining the contents of
variables, buffers, and memory. After inspection, the programmer can step through the
program one line at a time or cause the program to continue running either to the end, to the
next breakpoint or until it crashes, whichever comes first.” In recent months, where financial
hardships, social injustice, mental health, and racial inequity have all been at the forefront of
our minds – embracing the idea of a Breakpoint is both timely and necessary.
Racial inequity, much like the wealth gap, is a problem that most people are aware of only in
the abstract – The Breakpoint Initiative is designed to delve into the significance of this
issue and act as a catalyst to shift the culture. The dynamics of race and income are prevalent
in the workforce, and play crucial roles in an organization’s goals, whether they are openly
discussed or not. While we are one community, there are fractures, and if left unexamined,
they grow into the cracks that break apart organizations and render great visions obsolete.
Being sensitive to the underlying issues employees face outside of work, along with having a
safe space to bridge the realities of a diverse working environment, are paramount to a
healthy business culture. The racial wealth gap “starts with our nation’s history of
institutionalized racism, discrimination, bias, and restriction from information and
opportunity,” says Rodney Sampson, cofounder of Opportunity Hub (OHUB).
The employer that can speak to the various aspects of their employees’ opportunities in
business, and in their personal lives, will excel. Addressing racial and financial inequity in
the workplace can be effectively managed with the right information and investment.
Corporate leaders may not be able to change the world, but they can certainly change their
world. Organizations are relatively small, autonomous entities that afford leaders a high level
of control over cultural norms and procedural rules, making them ideal places to develop
policies and practices that promote racial equity. The Breakpoint Initiative offers a practical
road map for making profound and sustainable progress toward that goal.
The Breakpoint Initiative is more important than ever to create a meaningful difference in
addressing issues of racial equity within the workforce, which is a construct at the foundation
for wealth creation and the principal vehicle of economic empowerment for every culture.
Today’s workforce brings more people together from various backgrounds than at any time
in history. A more diverse group requires a more in-depth process for sensitive issues like
racism, gender roles, financial inequality, and sexual orientation.
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The Breakpoint Initiative
Project Scope
_________________________________________________________
The Breakpoint Initiative proposes a cultural development program. This Breakpoint will
focus on systemic racism with an underlying theme of financial equity training, specifically
to bridge the gap between the current socioeconomic climate and opportunities for
community engagement. Our goal is for thoughtful reflection, along with tough
conversations about our collective humanity, to take place alongside professional growth and
increased self-awareness. When you build a culture that welcomes hard pauses to reflect on
racial equity, financial growth, and social issues - the organization grows the right way.
Awareness (What is the Culture?)
Too often organizations want a quick fix to building a healthy culture and minimizing
toxicity. This is likened to trying to cure a patient by writing a prescription without first
understanding the patient’s underlying health condition. However, long-term wellness
requires more than just a magic pill. Organizations, and societies alike, must resist the
impulse to seek immediate relief for the symptoms, and instead focus on the disease.
Otherwise, they run the risk of a recurring ailment.
Effective training involves many levels – the most important of which is bringing awareness
to the entire organization that there already is an established culture and exploring the impact
of that culture. While most institutions already have mottos, mission statements, and codes of
conduct, it does not mean they are rooted in the psyche of their staff or healthy for the
achievement of meaningful goals. Our mission is to discuss the culture as it stands and why
there is a desire for a racial equity initiative to improve upon it.
Information Gathering (Leadership and Staff Assessment)
A necessary step is a thorough assessment of your organization/leadership network. While
we have a broad understanding of the network we would work with, we need to assess the
individual members who will participate in the training. This plays an important role in the
broader community; it is important to build awareness about the culture within its own
community. It is equally important to realize that people govern their own culture. Each of
those we engage in dialogue has their own belief system about racism and what it looks like.
We must learn who we are engaging and what the impact of their leadership/teamwork style
is on the rest of the organization. We would like to begin with formation/assessment of a
Racial Equity Committee then expand from there.
Nothing can change within a culture if employees, as well as leaders, are not fully engaged in
the journey. Sitting in an auditorium and watching a PowerPoint presentation will not cut it.
Truth is exposed in intimate settings. People appreciate the truth because it means you
respect their intelligence. When we assess the committee, we can either do so in a group
environment or offer one-on-ones with the leadership team.
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The Breakpoint Initiative
We seek open and honest feedback – which should also be the desire of each participant in
the training. When staff feel that they are victims of any kind of discrimination without
proper outlets to share this feedback with us, then diversity initiatives will be perceived as
the problem, not the solution. This is one of the reasons such initiatives are frequently met
with resentment and resistance. Beliefs, not reality, are what determine how
leaders/employees respond to efforts taken to increase equity.
Analysis (Examine the Foundation)
If systemic racism is not fully understood as a potential reason for an unhealthy culture, then
the mindsets and sentiments of people within the organization may reflect bias without their
awareness. Many things that make a company great require significant sacrifices. Your
culture should tell both sides of the story – sacrifices being made for career growth and the
sacrifices your organization is willing to make to educate rigid and inflexible mindsets.
While leadership support is essential to maintaining worker happiness, ignoring systemic
racism in policies and procedures can be a sign of a toxic environment. Analyzing ideals
disruptive to the cohesiveness of the team is necessary for leaders to encourage a supportive
culture. In an unhealthy culture it is more comfortable for systemic racism to go unaddressed
because those who benefit are not willing to forego their advantages.
Advantage arises out of the ability to force the organization to adapt to those with privilege
instead of being willing to adapt themselves to benefit the culture. By asking them to take
initiative to grow outside of their comfort zone and make positive changes, your organization
is not only invested in the progress of the individual, but the company as a whole. Our
analysis provides the leadership team with real-time strategies to bring outsiders into the new
culture and ensure insiders are mentally bought into the overall health of the network.
Plan for future opportunities (Foundation of Empathy)
Now is a time when business leaders need to show that they care about people – not revenue
growth, not client acquisition, and not enforcing traditions in the face of severe health
conditions in our society. Your business model may already have established initiatives
which reflect the buy-in of the leadership, network, and the employees – our job will be to
ensure the buy-in of the larger group outside of those who already understand the need for
this important step. Culture is often a reflection of the level of team belief that their
leadership cares about them.
How do you create a foundation of trust so that people feel okay being open and giving
feedback to peers and the leadership team? How do you enrich your culture with the
intention of using the input from your employees in a thoughtful way? Empathy is the
answer.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
7
The Breakpoint Initiative
Culture is organic - it cannot be dictated by one person. In the process of delivering our
curriculum, the culture of the organization will naturally begin to shift as the group buys in.
A successful foundation has its origins in the already established culture. Racial equity is not
meant to overhaul the culture but to help steer it toward better health. It should be a
completely organic process – which is a far cry from many corporate environments, in which
a single person or committee is responsible for dictating the culture. Remember: healthy
culture may be encouraged from the top-down, but it will only take root from the bottom-up.
Action (Build a Culture of Empowerment)
One of the ways that smart business leaders can encourage a healthy culture is by actively
putting the power to shape the culture in the hands of those who work in it. In other words,
the shift will not be a mandate. It will be because a strong foundation has been laid to ensure
empathy is rooted in all staff interactions, onboarding procedures, and is considered when
implementing policies. Invitation to be a part of this process will work better than a mandate.
When an organization is fully aligned, when everyone feels empowered to have healthy
conversations around professional growth, career development, and feel their beliefs are
respected – it breeds a desire to join these trainings, which in turn breeds success.
It is important that every workplace articulate its unique features and create themes, both
internally and externally, that can be narrowed down and shared with all employees. But
when the hierarchy initiates programs without involving those who it will govern then it will
be subject to a culture better defined by what it wants to be than what it really is. We look
forward to seeing how the staff reacts to the idea of attending racial and financial equity
training rather than the necessity of it. We also look forward to building a “skin in the game”
atmosphere throughout the staff as we discuss the actions to take to build a healthy culture.
Reflection/Evaluation (Breakpoint)
The Breakpoint Initiative operates as a hard pause in the culture building process to take
inventory of the strength of what is being built. We have strategies unique to our platform,
drawn from our years of experience in diversity and inclusion training and financial
education, which are designed to test the foundation of the organization. When these
strategies are used, they allow us to openly discuss how people feel about the company and
the direction it is headed in as well as their own hurdles. The responses will identify whether
empathy and impact are the foundation of the organization or if profit, productivity, and/or
power are in the cement.
Many organizations have a core mission to serve the community and push forward healthy
initiatives, so these strategies are even more important. By embracing the humanity of the
organization/network, identifying the long-term goals but having an intimate understanding
of the goals of the people within it as well, we find our building blocks.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
1
The Breakpoint Initiative
Primary Contacts: Thomas Johnson-Bean, Jamall Kinard
Email: T.JohnsonBean@TheLIFE-iWant.com
Email: JKinard@ConsciousLeadershipBCK.com
Conscious Leadership, in fellowship with The L.I.F.E. Group (Legacy, Insurance, and
Financial Education), is excited to present a dynamic racial and financial equity training
program called The Breakpoint Initiative.
Established during a very trying year, in the throes of 2020, this unique program was built
and formatted to boost company morale, increase employee engagement, and create a greater
sense of community by exploring and analyzing our shared history, discussing economic
realities, and incorporating components of critical awareness and implicit/explicit bias
training. Our specialized areas of instruction are racial equity, social justice, and financial
wellness.
Our mission is to enrich your organizational structure with a comprehensive curriculum that
complements a healthy workplace culture. As you continue to shape, expand, and invest in
your team, we are excited to help your process! We have presented our program in various
businesses and non-profits, as well as in several churches through our Faith and Finances
ministry, and we have consulted with both start-up and well-established companies.
The Breakpoint Initiative is committed to being a staple in the philanthropic community as
well as a trusted diversity and inclusion partner in the business community. The importance
of measurable success has been pivotal to our expansion and impact. Our bar is excellence,
and we count on ongoing feedback from our clients to meet it. We consult with staff and
leadership teams by offering a customized experience; we also employ multiple training
options to ensure our services rise above and beyond the standards of successful
implementation set forth by each organization we partner with.
We have seen our program enrich the perspectives of leaders, advance equity goals, and
build bridges for employees to better engage with one another. When company culture is
built upon a strong foundation of racial and financial equity, with conscious leadership at the
helm, it is well-positioned to thrive. Empathy and empowerment are our ultimate goals!
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
2
The Breakpoint Initiative
Meet Our Team
_________________________________________________________
Jamall Kinard
Founder/President of Conscious Leadership and
Community Organizer/Non-profit advisor
Jamall Kinard is the Executive
Director of the Lakeview
Neighborhood Alliance. After 10
years of service as an educator and
coach in the Charlotte Mecklenburg
School System, he began
facilitating workshops with the
nationally recognized diversity
training program, Racial Equity Institute, in August of 2019.
As a devoted community organizer, he spends the bulk of his time as the
Executive Director of the Lakeview Neighborhood Alliance (LNA), where he
is leading the charge on revitalization efforts by focusing on family stability
and civic awareness.
The benefits of working with businesses and foundations are vast as Jamall
builds a blueprint for various communities, organizations, and institutions to
invest into the communities they thrive in. The goal of Conscious
Leadership’s work is to create environments where racial diversity is not only
embraced but celebrated, strong local leaders are empowered, and systemic
racism is dismantled.
Jamall obtained a Bachelor of Science Degree in Computer Science from
Gardner-Webb University, Master’s Degree in Leadership from Northeastern
University, and has Nonprofit Business Management Certifications from both
Wake Forest University and Duke University.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
3
The Breakpoint Initiative
Thomas R-L Johnson-Bean
Founder and President of The L.I.F.E. Group
Author of “4 True Lies about Your Money”
Thomas Johnson-Bean is the Founder
and President of The L.I.F.E. Group
(Legacy, Insurance, and Financial
Education) as well as an avid investor
and 16-year entrepreneur. As a
consultant, and author of “4 True Lies
about Your Money”, he is nationally
recognized as an advocate for corporate
health, employee engagement, and
financial wellness.
Thomas spent 10 years as a Financial Advisor with Bankers Life and
Casualty where he rose the ranks to become a Unit Supervisor and led the
region in production. The Bankers Life model is based on Retirement income
and Legacy planning. It was in building relationships with retired business
owners, managing corporate exits, and succession planning where he found
his passion for working with Business Owners and Executives to cement their
vision and build healthy cultures where people can thrive.
With a track record of success, and great relationships within the Investment
advisory industry, Thomas went on to become the Managing Director of a
Millennial-focused Advisory firm in Uptown Charlotte. While growing a
team of Advisors, he worked with budding Entrepreneurs and Start-up
companies that used seed money, venture capital, and crowdfunding to
expand. He has worked to grow healthy companies from the very beginning
and helped successful companies close their doors.
Thomas has consulted with several Fortune 500 companies and enjoyed a
flourishing career as a Financial Advisor before retiring his securities
licenses. He is a graduate of Davidson College and a student of life.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
4
The Breakpoint Initiative
Executive Summary
_________________________________________________________
We customize a model of our programming specifically to meet the parameters of the racial
equity initiatives sought by each organization we consult with. The focus will be to engage
the established culture with an in-depth assessment of the senior leadership team and
included staff, explore the data within the assessments, and evaluate the culture, through the
lens of our expertise, and with those who work in the culture day by day. We then map out a
plan to engage the culture with a breakpoint – this “Action phase” is built into our process.
By definition, a breakpoint is “A point in the processing of a program that the programmer
wants to observe more closely by stopping the program and examining the contents of
variables, buffers, and memory. After inspection, the programmer can step through the
program one line at a time or cause the program to continue running either to the end, to the
next breakpoint or until it crashes, whichever comes first.” In recent months, where financial
hardships, social injustice, mental health, and racial inequity have all been at the forefront of
our minds – embracing the idea of a Breakpoint is both timely and necessary.
Racial inequity, much like the wealth gap, is a problem that most people are aware of only in
the abstract – The Breakpoint Initiative is designed to delve into the significance of this
issue and act as a catalyst to shift the culture. The dynamics of race and income are prevalent
in the workforce, and play crucial roles in an organization’s goals, whether they are openly
discussed or not. While we are one community, there are fractures, and if left unexamined,
they grow into the cracks that break apart organizations and render great visions obsolete.
Being sensitive to the underlying issues employees face outside of work, along with having a
safe space to bridge the realities of a diverse working environment, are paramount to a
healthy business culture. The racial wealth gap “starts with our nation’s history of
institutionalized racism, discrimination, bias, and restriction from information and
opportunity,” says Rodney Sampson, cofounder of Opportunity Hub (OHUB).
The employer that can speak to the various aspects of their employees’ opportunities in
business, and in their personal lives, will excel. Addressing racial and financial inequity in
the workplace can be effectively managed with the right information and investment.
Corporate leaders may not be able to change the world, but they can certainly change their
world. Organizations are relatively small, autonomous entities that afford leaders a high level
of control over cultural norms and procedural rules, making them ideal places to develop
policies and practices that promote racial equity. The Breakpoint Initiative offers a practical
road map for making profound and sustainable progress toward that goal.
The Breakpoint Initiative is more important than ever to create a meaningful difference in
addressing issues of racial equity within the workforce, which is a construct at the foundation
for wealth creation and the principal vehicle of economic empowerment for every culture.
Today’s workforce brings more people together from various backgrounds than at any time
in history. A more diverse group requires a more in-depth process for sensitive issues like
racism, gender roles, financial inequality, and sexual orientation.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
5
The Breakpoint Initiative
Project Scope
_________________________________________________________
The Breakpoint Initiative proposes a cultural development program. This Breakpoint will
focus on systemic racism with an underlying theme of financial equity training, specifically
to bridge the gap between the current socioeconomic climate and opportunities for
community engagement. Our goal is for thoughtful reflection, along with tough
conversations about our collective humanity, to take place alongside professional growth and
increased self-awareness. When you build a culture that welcomes hard pauses to reflect on
racial equity, financial growth, and social issues - the organization grows the right way.
Awareness (What is the Culture?)
Too often organizations want a quick fix to building a healthy culture and minimizing
toxicity. This is likened to trying to cure a patient by writing a prescription without first
understanding the patient’s underlying health condition. However, long-term wellness
requires more than just a magic pill. Organizations, and societies alike, must resist the
impulse to seek immediate relief for the symptoms, and instead focus on the disease.
Otherwise, they run the risk of a recurring ailment.
Effective training involves many levels – the most important of which is bringing awareness
to the entire organization that there already is an established culture and exploring the impact
of that culture. While most institutions already have mottos, mission statements, and codes of
conduct, it does not mean they are rooted in the psyche of their staff or healthy for the
achievement of meaningful goals. Our mission is to discuss the culture as it stands and why
there is a desire for a racial equity initiative to improve upon it.
Information Gathering (Leadership and Staff Assessment)
A necessary step is a thorough assessment of your organization/leadership network. While
we have a broad understanding of the network we would work with, we need to assess the
individual members who will participate in the training. This plays an important role in the
broader community; it is important to build awareness about the culture within its own
community. It is equally important to realize that people govern their own culture. Each of
those we engage in dialogue has their own belief system about racism and what it looks like.
We must learn who we are engaging and what the impact of their leadership/teamwork style
is on the rest of the organization. We would like to begin with formation/assessment of a
Racial Equity Committee then expand from there.
Nothing can change within a culture if employees, as well as leaders, are not fully engaged in
the journey. Sitting in an auditorium and watching a PowerPoint presentation will not cut it.
Truth is exposed in intimate settings. People appreciate the truth because it means you
respect their intelligence. When we assess the committee, we can either do so in a group
environment or offer one-on-ones with the leadership team.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
6
The Breakpoint Initiative
We seek open and honest feedback – which should also be the desire of each participant in
the training. When staff feel that they are victims of any kind of discrimination without
proper outlets to share this feedback with us, then diversity initiatives will be perceived as
the problem, not the solution. This is one of the reasons such initiatives are frequently met
with resentment and resistance. Beliefs, not reality, are what determine how
leaders/employees respond to efforts taken to increase equity.
Analysis (Examine the Foundation)
If systemic racism is not fully understood as a potential reason for an unhealthy culture, then
the mindsets and sentiments of people within the organization may reflect bias without their
awareness. Many things that make a company great require significant sacrifices. Your
culture should tell both sides of the story – sacrifices being made for career growth and the
sacrifices your organization is willing to make to educate rigid and inflexible mindsets.
While leadership support is essential to maintaining worker happiness, ignoring systemic
racism in policies and procedures can be a sign of a toxic environment. Analyzing ideals
disruptive to the cohesiveness of the team is necessary for leaders to encourage a supportive
culture. In an unhealthy culture it is more comfortable for systemic racism to go unaddressed
because those who benefit are not willing to forego their advantages.
Advantage arises out of the ability to force the organization to adapt to those with privilege
instead of being willing to adapt themselves to benefit the culture. By asking them to take
initiative to grow outside of their comfort zone and make positive changes, your organization
is not only invested in the progress of the individual, but the company as a whole. Our
analysis provides the leadership team with real-time strategies to bring outsiders into the new
culture and ensure insiders are mentally bought into the overall health of the network.
Plan for future opportunities (Foundation of Empathy)
Now is a time when business leaders need to show that they care about people – not revenue
growth, not client acquisition, and not enforcing traditions in the face of severe health
conditions in our society. Your business model may already have established initiatives
which reflect the buy-in of the leadership, network, and the employees – our job will be to
ensure the buy-in of the larger group outside of those who already understand the need for
this important step. Culture is often a reflection of the level of team belief that their
leadership cares about them.
How do you create a foundation of trust so that people feel okay being open and giving
feedback to peers and the leadership team? How do you enrich your culture with the
intention of using the input from your employees in a thoughtful way? Empathy is the
answer.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
7
The Breakpoint Initiative
Culture is organic - it cannot be dictated by one person. In the process of delivering our
curriculum, the culture of the organization will naturally begin to shift as the group buys in.
A successful foundation has its origins in the already established culture. Racial equity is not
meant to overhaul the culture but to help steer it toward better health. It should be a
completely organic process – which is a far cry from many corporate environments, in which
a single person or committee is responsible for dictating the culture. Remember: healthy
culture may be encouraged from the top-down, but it will only take root from the bottom-up.
Action (Build a Culture of Empowerment)
One of the ways that smart business leaders can encourage a healthy culture is by actively
putting the power to shape the culture in the hands of those who work in it. In other words,
the shift will not be a mandate. It will be because a strong foundation has been laid to ensure
empathy is rooted in all staff interactions, onboarding procedures, and is considered when
implementing policies. Invitation to be a part of this process will work better than a mandate.
When an organization is fully aligned, when everyone feels empowered to have healthy
conversations around professional growth, career development, and feel their beliefs are
respected – it breeds a desire to join these trainings, which in turn breeds success.
It is important that every workplace articulate its unique features and create themes, both
internally and externally, that can be narrowed down and shared with all employees. But
when the hierarchy initiates programs without involving those who it will govern then it will
be subject to a culture better defined by what it wants to be than what it really is. We look
forward to seeing how the staff reacts to the idea of attending racial and financial equity
training rather than the necessity of it. We also look forward to building a “skin in the game”
atmosphere throughout the staff as we discuss the actions to take to build a healthy culture.
Reflection/Evaluation (Breakpoint)
The Breakpoint Initiative operates as a hard pause in the culture building process to take
inventory of the strength of what is being built. We have strategies unique to our platform,
drawn from our years of experience in diversity and inclusion training and financial
education, which are designed to test the foundation of the organization. When these
strategies are used, they allow us to openly discuss how people feel about the company and
the direction it is headed in as well as their own hurdles. The responses will identify whether
empathy and impact are the foundation of the organization or if profit, productivity, and/or
power are in the cement.
Many organizations have a core mission to serve the community and push forward healthy
initiatives, so these strategies are even more important. By embracing the humanity of the
organization/network, identifying the long-term goals but having an intimate understanding
of the goals of the people within it as well, we find our building blocks.
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
6 Full Group Sessions
Program Implementation
$11,750
Upfront
or 2 Equal
Payments
of $6,000
Virtual Training
Racial and
Financial Equity
Program
Cultural Awareness Review
Racial Equity Team Assessments
2 Leadership Breakouts
120-Day Training Calendar
Each training accompanied by
pre-work and homework
Individual assessments with each
member of Racial Equity Team
Virtual Training Slides included in
follow-up emails and synopsis of
each training
Discussions facilitated around
specific categories of Racial and
Financial Equity data
Post-training review session with
Racial Equity Team
The
Breakpoint
Inititative
Teams seeking cohesion in
the workforce
Organizational development
Racial Equity Team (Work
group) Model
Up to 20 Participants
Organizations that Benefit Most
6-Month
Program Fee
8 in-depth
Virtual trainings
Strategy Review
Orange County
Partnership to End
Homelessness
Introducing a 6-month
in-depth training on Racial
and Financial Equity
$20,750
Upfront
or 2 Equal
Payments
of $10,750
12-Month
Program Fee
*16 Total trainings
*4 Leadership Workshops
*12 Full Group Sessions
*Racial Equity Workbook
*Organizational Assessment
*Paperback copies of
4 True Lies about Your Money
*Financial Equity Coaching
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
8
The Breakpoint Initiative
Professional References
__________________________________________________________
George Hancock
Executive Director of SERVE Center
Email: GHancock@Serve.org
Phone: (336) 315-7435
www.SERVE.org
Program Title: Diversity and Financial Equity Training Program
Timeframe: February 2021 – May 2021
____________________________________________________
Jessica Anderson
Chapel Hill, NC Orange County City Council Member, Senior Policy Analyst
Email: JAnderson@Serve.org
Phone: (336) 315-7420
www.SERVE.org
Program Title: Diversity and Financial Equity Training Program
Timeframe: February 2021 – May 2021
______________________________________________________
Dr. Audrey Martin-McCoy, Ph.D.
Senior Policy Analyst
Email: AMcCoy@Serve.org
Phone: (919) 880-9610
www.SERVE.org
Program Title: Diversity and Financial Equity Training Program
Timeframe: February 2021 – May 2021
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
9
The Breakpoint Initiative
Professional References
_________________________________________________________
Barbara M. Foushee
Mayor Pro Tem
Email: bmfoushee@townofcarrboro.org
Phone: (919) 270-4087
www.townofcarrboro.org
Project Title: *A Tree, Bee, and Bike Friendly Community*
Scope: Cultural Development Through a Racial Equity Lens with OCPEH - Orange County
Partnership to End Homelessness
Timeframe: October 2020 – Present
__________________________________________________________
Reverend Dennis Williams
Senior Pastor Faith Memorial Baptist Church
Email: dennisrwilliams83@gmail.com
Phone: (704) 957-6419
Project Title: Racial Equity Consulting with Faith Memorial Community Outreach Center
Scope: Critical Awareness and Community Engagement
Timeframe: October 2019 - Present
__________________________________________________________
Chelsey McIvor
Community Engagement Specialist
Email: CMcIvor@LNACharlotte.org
Phone: (980) 989-2798
www.LNACharlotte.org
give.classy.org/Lakeview
Project Title: Engage, Educate, Empower
Scope: Diversity & Financial Equity Program with the Lakeview Community
Timeframe: March 2019 - Aug 2019, Monthly sessions
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
CERTIFICATE OF INSURANCE
NOTICE: THIS IS TO CERTIFY THAT THE INSURED LISTED BELOW IS COVERED UNDER THE POLICY OF
INSURANCE LISTED BELOW, FOR THE CERTIFICATE PERIOD INDICATED. This insurance provides professional liability
(E&O) insurance coverage for properly licensed individual insurance agents and insurance consultants. It is written on a
“claims-made and reported” basis and applies only to “written claims” first made against an insured and reported to the Insurer
during the Named Insured's Certificate Period. No coverage exists for claims first made or reported after the Named Insured’s
Certificate Period unless an extended reporting period applies. (For those Named Insureds who are residents of or practice in
New York State, no coverage exists for claims first made or reported after the end of the coverage relationship unless an
Extended Reporting Period applies.) Defense costs reduce the Limits of Liability and are subject to the Retention. Please
review the policy carefully and discuss the coverage with your insurance agent or broker.
NAMED INSURED:PRODUCER:
Thomas Johnson-bean
6026 Laurent Avenue,
Fort Mill, SC 29715
Jason Rogers CA License #:
0K64122
NAPA
8430 Enterprise Circle, Suite 200
Lakewood Ranch, FL 34202
COMPANY AFFORDING COVERAGE: Continental Casualty Company
THIS IS TO CERTIFY THAT THE INSURED LISTED ABOVE IS COVERED UNDER THE POLICY OF INSURANCE
LISTEDBELOW, FOR THE CERTIFICATE PERIOD INDICATED. THE INSURANCE AFFORDED BY THE POLICY
DESCRIBED HEREIN ISSUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICY.
Policy Number Certificate Period Limits of Liability
596427449 07/01/2021 07/01/2022 1M Per Claim/ 3M Annual Aggregate
COVERAGE:RETENTION AMOUNT: Each Claim
Life, LTC, Accident, and Health $0
Medicare Advantage and Medicare Supplemental $0
Disability Income Insurance $0
Indexed Annuities/Fixed Annuities $0
Variable Annuities $5,000
Mutual Funds $5,000
NOTICE OF CLAIMS:
Life Agent Intake Notice Administrator, CNA
CNA - Specialty Claim
PO Box 8317, Chicago IL 60680-8317
or via email: SpecialtyProNewLoss@cna.com
SPECIAL PROVISIONS:
For any service related inquiries
please:
Call NAPA at (800) 593-7657
Visit www.napa-benefits.org
Or email info@napa-benefits.org
Named Insured's Endorsement attached at Certificate Inception:
DATE: 07/07/2021
By Authorized Representative:
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32
Coverage: This certificate of insurance is not a contract of insurance. It is merely evidence of insurance provided under a
Master Policy. Covered claims are paid in accordance with the terms of the Master Policy. Coverage is provided based on
representations made on the Named Insured’s Application for Insurance. No coverage exists if the representations made onthe
Named Insured’s Application for Insurance are discovered to be false. Failure to provide true and accurate responses toany of
the questions on the Application for Insurance will result in the immediate voiding of the insurance coverage issuedand/or the
denial of claims asserted against the Named Insured. Coverage is in-force only if premium payments are current. APolicy
Aggregate of $50,000,000 applies under the Master Policy except with respect to those Named Insureds who areresident of or
practice in New York State. A complete copy of the policy is available at www.napa-benefits.org/nd. Thiscertificate of insurance
does not amend, extend, or alter the coverage afforded by the insurance policy, and coverage issubject to all of the terms,
conditions and exclusions of the policy.
CNA-78494-XXC (02-2018)
DocuSign Envelope ID: 82A016A8-F7FA-42AD-9588-3D7A861D4C32