Comprehensive Master Strategic Plan 2013-2015 Status Report 2013
In 2012, Developmental Pathways developed the first long term strategic plan in its then 48 year history. Since the creation of the plan, over 100 of the objectives and milestones have been successfully completed. This document illustrates some of the major accomplishments from the 2013 calendar year. This report outlines accomplishments of four distinct entities: Developmental Pathways, SUN Foundation, Nonprofit Management Services of Colorado, and Continuum of Colorado. In March, 2012, Continuum of Colorado was formed. Continuum of Colorado houses direct services, whereas Developmental Pathways provides case management and administrative/supportive functions. In July, 2013, two additional entities were formed: SUN Foundation and Nonprofit Management Services of Colorado. The SUN Foundation is a fundraising organization created to generate charitable donations to help meet the unmet needs of individuals with developmental disabilities. Nonprofit Management Services of Colorado provides management support services to all related entities, including: Finance; Human Resources; Information Technology; Staff Development and Training; Facilities, Transportation, and Procurement; and Administration. All these entities are controlled by a common board of directors. Please celebrate with us as we recognize this year s accomplishments and eagerly anticipate 2014 Developmental Pathways 50th year of serving individuals with developmental disabilities. 1 2 3 4 5 STRATEGIES To ensure that all individuals with intellectual disabilities and developmental delays in our area are receiving support. To lead in innovation for quality of life standards for individuals with intellectual disabilities. To be a customer-service focused agency, both internally and externally. To actively and openly partner with federal, state, and local agencies to address system-wide changes. To fundraise $1.2 million in 3 years to support Strategy #1.
VISION Enriching lives. Strengthening communities. MISSION To enrich the lives of individuals with intellectual disabilities by providing opportunities to lead a meaningful life. VALUES INTEGRITY To be true to our beliefs: respectful, honest, transparent, and fair. STRATEGIC To be intentional and thoughtful; efficient and effective; allowing for creativity, empowerment, and pro-activity. PARTNERSHIP To be a trusted, vital partner in our community.
Adjusted overall case management philosophy from managing cases to assisting clients to lead meaningful lives Enrolled 90 children with disabilities in the Children s Extensive Supports Waiver and 65 adults into Supported Living Services (SLS) and Developmental Disability Services (DD) resulting in an over 50% increase in enrollments compared to 2012 Facilitated numerous emergency placements for individuals facing homelessness, abuse and neglect, or other dangerous situations Strengthened relationships with Arc of Aurora, Arc of Arapahoe/Douglas, and Arapahoe Douglas Mental Health Developed connections with each hospital and school district within our catchment area by CEO personally meeting with administrators Completed an organizational restructure of the following departments: Human Resources; Facilities, Transportation, and Procurement; Information Technology; Finance; and Early Intervention Completed and updated detailed Job Descriptions for 600+ employees Implemented a pay for performance model across all four organizational entities Facilitated focus groups with each department to receive employee feedback about how we can be the Employer of Choice for For-Purpose Companies in the State of Colorado Conducted operations analysis in Case Management to effectively support an anticipated 200% increase in placement workload Developed a better process for connecting families with qualified providers Completed an ambitious communication strategy to contact unserved individuals with disabilities, which included nearly 1,600 mailings and numerous community focus groups Enrolled over 680 unserved individuals in services through the Community Outreach Department Completed the first ever Spanish Speaking Resource Fair with over 40 vendors and continued to deepen connections with the Spanish Speaking Community at large Continued outreach efforts to physicians, school districts and other community partners resulted in average monthly enrollment of well over 1,500 children under the age of three and an average of over 40 new intakes every week Negotiated rate increases for providers within the Early Intervention Department
Formed a new fundraising foundation to generate funds to effectively serve those individuals with unmet needs Completed a detailed Marketing and Development Plan Applied for and was awarded a $1.2 Million grant for Microsoft software Presented our new strategic plan to 700 stakeholders in the community Completed the logos for the SUN Foundation, NMSC, and the 50th Year Celebration Planned and coordinated the Pathways Client Achievement Awards, which drew 380 guests, 30 corporate sponsors, and raised over $92,000 Received a Transportation grant from the Denver Regional Council of Governments for $178,522 Implemented an ambitious employee giving campaign comprised of four new events and culminating with Colorado Gives Day for a total of $10,327 Began preparations for the 50th year celebration, including securing new corporate sponsors Completed and delivered on-time our Mill Levy Report to both Arapahoe and Douglas Counties Received a furniture donation valued at over $10,000 Received a charitable bequest in excess of $900,000 Created a new management and support services organization Implemented a security system at both the Inverness and Aurora offices that limits building accessibility based on badge permissions Reconstructed the reception lobbies in both the Inverness and Aurora offices Continued efforts to become a more efficient and eco-friendly organization by moving towards electronic records and reducing the amount of paper generated Provided a mobile solution to 100 employees allowing them to work and access information from offsite locations Contracted with Developmental Pathways to implement an automated billing process for Early Intervention that provides more up-to-date information to providers on the clients they serve and expedites the billing and accounting processes Delivered staff development training to community partners including, but not limited to: Children s Hospital, Rocky Mountain Cancer Centers, Brookside Inn, Source HOV, and Innovage Adult Day Program Coordinated an agency-wide internal communication system for all employees Developed and implemented a modified First Aid and CPR training for eligible clients and family members
Conducted a program analysis to increase service quality and fully implement individual centered supports and services in all Continuum programs Completed the survey from Colorado Department of Public Health and Environment (CDPHE) without any deficiencies in several group facilities Completed a thorough company restructuring resulting in more efficient operations Consolidated one of our residential facilities to better meet the needs of the individuals we serve Transitioned all residential facilities and host homes to an online medication distribution program Expanded and enhanced the service menu provided by Seniors Choice, Day Activity Services, Pre-Vocational Services, Supported Employment, and Personal Care Initiated an advertising campaign for the Seniors Choice Program Built a Behavioral Therapy department, including the hiring of a Manager of Behavior Therapy, Behavior Analysts, and Behavior Line Staff Reached out to families on the waitlist to provide behavior support and respite services Graduated seven students from Project Search, a work program preparing clients for additional community employment Satisfied CDPHE requirements and survey to become a Licensed Childcare Facility Developed a Residential Cleaning Services business in order to create employment opportunities for people with intellectual and developmental disabilities Empowered three clients to successfully complete the Pre-Vocational Program and pursue community employment Passed the CDPHE survey without any deficiencies for the Seniors Choice Program Implemented 2 new transportation routes that support an average of 735 rides per month for clients Completed building a Personal Care Lab for the training of Personal Care Workers Remodeled multiple residential facilities Improved computer connectivity to every residential and day program facility to provide access to electronic tools enabling staff to better serve clients