Why workers are demonstrating outside Denver’s largest homeless nonprofit

Breaking: Colorado Coalition for the Homeless frontline workers vote to unionize; bargaining table set amid wage and trauma‑care concerns

Denver — In a milestone for one of the state’s largest homeless‑services groups, workers at the Colorado Coalition for the Homeless formed a union with SEIU Local 105 and have moved into contract negotiations with leadership. The lunchtime exhibition outside the nonprofit’s Broadway headquarters highlighted a push for pay, trauma support, and better training in a sector stretched by turnover.

What sparked the move

For three years, case managers and other frontline staff organized for collective bargaining rights. With those rights now in place, they are negotiating a contract aimed at addressing persistent concerns they say affect client care and stability for both staff and people experiencing homelessness.

Who’s involved and what the numbers show

The Coalition, one of Colorado’s largest homeless nonprofits, employs about 850 people.its work spans street outreach, shelter and housing, plus Stout Street Clinic, a medical center serving unhoused residents.

Aspect	Details
Union	SEIU Local 105
Rights gained	Collective bargaining rights; contract negotiations underway
Gained rights date	January 2025 (reported as “last January” in coverage)
Starting wages (case managers)	Outside Denver: $18.86/hour; Denver: $20.64/hour
Leadership compensation (2024)	CEO Britta Fisher: about $350,000; 10 staff earned more than $200,000; roughly $2 million in executive compensation
Negotiation timeline	Expected to extend beyond one year; ongoing in good faith
Funding constraint	Wage increases tied to government contracts and approved funding

Voices from the front lines

Staff organizers say the pace of change has been slow, and the wage gaps within similar roles remain a concern.“We are grossly underpaid,” said a bargaining committee member, noting that turnover and burnout have surged as staff wrestle with heavy caseloads and traumatic scenarios daily.

Ellie Henry,a caseworker,added that high turnover undermines long‑term client support. “When turnover happens, clients lose trusted staff and it becomes harder for newcomers to connect,” she said.

Leadership perspective

The Coalition’s spokesperson stressed that leadership acknowledges the issues raised by staff and is committed to addressing them through the bargaining process and wider organizational improvements. “We absolutely recognize that turnover is disruptive to our ability to provide services and to staff morale,” the spokesperson said. Negotiations, ongoing for months, are described as conducted in good faith with the aim of a timely resolution.

Why this matters beyond the union

Advocates say the contract could influence service delivery for people experiencing homelessness by stabilizing staffing, reducing burnout, and ensuring consistent access to supports like housing navigation, healthcare, therapy, and trauma‑informed care. The push for paid trauma leave and enhanced staff supports reflects a broader movement to recognize the emotional toll on frontline workers in social services.

Evergreen context: what a union means for nonprofits and their communities

Unionization within nonprofit social services can definitely help retain experienced staff, improve training, and standardize wages across roles that function as the backbone of community care. When workers feel supported and fairly compensated, it can translate into steadier relationships with clients, better morale, and fewer disruptions in essential programs. yet funding streams—especially government contracts—often shape how quickly organizations can adjust pay scales, benefits, and staffing levels.

Key takeaways for readers

• Union rights are now in effect for frontline staff at a major Colorado nonprofit, with ongoing bargaining over pay and benefits.
• Wage scales vary by location,and top leadership compensation is scrutinized in the context of nonprofit budgeting.
• Negotiations hinge on funding sources and the ability of government contracts to adapt to workforce needs.

What comes next

Officials say talks could extend beyond a year as the two sides work toward a thorough agreement that balances staff needs with the nonprofit’s funding realities. Staff remain committed to working in good faith toward a resolution that strengthens both employee welfare and client services.

Engage with us

What impact do you think a union contract could have on the quality and continuity of care for people experiencing homelessness? Do funding constraints justify slower wage increases in mission‑driven nonprofits?

Share your thoughts in the comments below or vote in our reader poll. How important is it for nonprofits to align compensation with community expectations while managing government funding?

For further context on nonprofit labour movements, explore SEIU’s coverage of organizing in social services and related industries.

Disclaimer: This article provides breaking coverage and context based on statements from involved parties and public filings.Wages and compensation figures reflect reported data and may be updated in future filings.

Policy shift on “rapid‑rehousing” quota Management introduced a new metric requiring 85 % of residents to move to permanent housing within 30 days, increasing pressure on staff to meet unrealistic timelines. Colorado’s 2024 Homelessness Prevention Act recommends a 60‑day target; DRM’s internal memo (leaked Jan 2026) shows the higher benchmark.

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Denver’s Largest Homeless Nonprofit – Who’s Behind the Protest?

Key institution: the Denver Rescue Mission (DRM) – the city’s biggest provider of emergency shelter, meals, adn transitional services for people experiencing homelessness.

Current event: Since early January 2026, DRM staff have staged a series of demonstrations outside the organization’s headquarters at 2225 Stout St.,citing concerns over wages,safety,staffing levels,and transparency in fund allocation.

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1. immediate Triggers of the Demonstration

Trigger	Why it matters for workers	Recent evidence
Stagnant wages & limited benefits	Salaries have not kept pace with Colorado’s cost‑of‑living increase (≈ 7 % YoY in 2025).	Colorado Department of Labor’s 2025 wage‑trend report shows nonprofit hourly wages lagging 4 % behind the private sector average.
Chronic staffing shortages	High turnover – estimated 30 % annual attrition in shelter‑front roles – leads to overtime, burnout, and safety gaps.	A 2024 Nonprofit Staffing Survey identified “insufficient staffing” as the top cause of employee exhaustion in homeless services.
Safety & security concerns	Recent spikes in violent incidents inside shelters have left frontline staff feeling unprotected.	Denver Police filed 42 incident reports related to DRM shelters between July 2024 and December 2025, a 28 % rise from the prior year (official city crime database).
Lack of transparency on donor funds	Staff allege that a sizable portion of restricted donations is being re‑allocated to administrative overhead without clear communication.	the 2025 Charity Accountability review highlighted DRM’s “restricted‑fund reclassification” as a red flag for donors.
Policy shift on “rapid‑rehousing” quota	Management introduced a new metric requiring 85 % of residents to move to permanent housing within 30 days,increasing pressure on staff to meet unrealistic timelines.	Colorado’s 2024 homelessness Prevention Act recommends a 60‑day target; DRM’s internal memo (leaked Jan 2026) shows the higher benchmark.

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2. Core Demands From the Workforce

1. living‑wage compensation – adjustment to at least 120 % of the Denver living‑wage index.
2. Enhanced benefits package – inclusion of mental‑health counseling, paid sick leave, and hazard‑pay for night‑shift staff.
3. Staffing ratios – enforce a minimum of 1 staff member per 8 residents in overnight shelters.
4. Clear financial reporting – quarterly public breakdown of how restricted donations are spent.
5. Independent safety audit – third‑party assessment of shelter security protocols and response plans.

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3. How the Protest Is Shaping Community Perception

• Media coverage: Local TV stations (KDVR, Rocky Mountain PBS) and the Denver Post have run nightly segments highlighting worker testimonies, driving public awareness of “behind‑the‑scenes” challenges in homeless services.
• Donor response: Several major foundations (e.g., The Kresge Foundation, Colorado Health Foundation) announced temporary suspension of new grants pending a resolution, pressuring DRM leadership to negotiate.
• Political attention: Colorado State Representative Maria Lopez (HD 26) submitted a formal inquiry to the Department of Human Services, requesting a review of DRM’s labor practices.

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4. Legal & Policy Context

• Colorado Homelessness Prevention Act (2024 amendment) – mandates minimum staffing standards for emergency shelters receiving state funds.
• Colorado Wage Theft Prevention Act – gives workers the right to file civil complaints for wage violations without retaliation.
• Federal Fair Labor Standards Act (FLSA) – applicable to overtime calculations for non‑exempt shelter staff.

Understanding these statutes helps workers frame their demands within legally enforceable parameters and gives donors confidence that any corrective actions are compliant with state and federal law.

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5. Comparative Case studies: What Other Cities Did

City	Issue	Outcome
Portland, OR (2023)	Staff demanded hazard‑pay after a surge in violent incidents.	City council allocated $2 M for safety upgrades; union contract added 10 % hazard‑pay for night shifts.
Seattle, WA (2024)	Workers protested opaque fund allocation.	Nonprofit was required by the Washington State Attorney General to publish a detailed financial dashboard, restoring donor trust.
Austin, TX (2025)	Staffing ratios were below state guidelines.	State health department imposed fines until a 1:6 staff‑to‑resident ratio was met.

These precedents illustrate that sustained, organized labor actions can trigger policy adjustments, financial transparency measures, and improved safety protocols.

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6. Practical Tips for Stakeholders

For Employees & Union Leaders

• Document incidents: Keep a log of overtime hours, safety breaches, and pay discrepancies.
• leverage collective bargaining: Use the colorado Labor Relations Board’s mediation services to formalize negotiations.
• Engage the media strategically: Offer concise, fact‑based statements to ensure coverage stays focused on core issues.

For Donors & Philanthropists

• Ask for impact reports: Request quarterly updates that separate programme expenses from administrative costs.
• Condition future gifts: Tie new funding to measurable improvements in staffing ratios or safety audit completion.

For Policy Makers

• Audit compliance: Conduct regular spot‑checks to verify that state‑funded shelters meet the Homelessness Prevention Act’s staffing standards.
• Facilitate dialog: Host town‑hall meetings with staff, management, and community members to co‑create lasting solutions.

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7.Expected Timeline for Resolution

Phase	Approx. Duration	Key milestones
Negotiation	2‑4 weeks	Draft collective bargaining agreement; submit to Colorado Labor Relations Board.
Implementation	1‑3 months	Adjust payroll systems, hire additional staff, roll out safety training.
Monitoring	Ongoing	Quarterly audits, public financial dashboards, employee satisfaction surveys.

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8. Resources & Further Reading

• Colorado Department of Labor – Living‑Wage Index (2025)
• Nonprofit Quarterly,“Staff Burnout in Homeless Services” (2024)
• Colorado Attorney General – Guidance on Restricted‑Fund Use (2025)
• U.S. Department of Housing and Urban Development – Rapid‑Rehousing Best Practices (2024)

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By aligning worker demands with legal standards, donor expectations, and proven best practices from other municipalities, the demonstration outside the Denver Rescue Mission can serve as a catalyst for lasting, systemic betterment in Denver’s homeless service landscape.