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Executive Summary
Annual Plan Update
2013-2014
Serving Individuals and Families in Fremont, Custer and Chaffee Counties
and Selected Denver Areas
Robert W. Arnold
Chief Executive Officer
Janet Trujillo
Board Chairperson
www.starpointco.com
Annual Plan Update - 2013
EXECUTIVE SUMMARY
Starpoint, the community centered board for Fremont, Chaffee and Custer counties, has coordinated services
and supports for people with developmental disabilities and their families since 1977. Since 1989, Starpoint has
also coordinated a network of services and supports for families with young children with and without
disabilities, birth to school age which further supports the mission adopted by Starpoint. Starpoint also
provides residential services in several counties in the Denver area.
Starpoint develops an annual plan or an update to an existing plan that represents the status of services, future
direction of services and analysis of barriers and limitations that prohibit accomplishment of goals.
This plan update has been completed by individuals involved in the coordination and delivery of services, as
well as by those individuals served by programs and services. Data used to develop the plan includes consumer
and family surveys, staff meetings, and parent and consumer meetings. Starpoint’s mission remains the same:
MISSION STATEMENT
STARPOINT
partnering with individuals, families and the community
enriching lives … realizing dreams
Starpoint’s Chief Administrative Officer retired in February of 2013 and her major duties – case management,
childrens services and general administrative duties were split between three current staff members. Starpoint
also hired a new Chief Financial Officer in April 2014, who has wealth of non-profit experience. Finally, after
36 years, Starpoint’s Chief Executive Officer Roger Jensen retired in November 2013. Robert Arnold, who has
extensive experience in the DD field was hired by the board to replace Jensen and started his new position in
December 2013.
Major Accomplishments in the Past Year:

Implementation of a Successful Five Year Fiscal Plan (Year 5) -- Starting with the 2009-2010
budget, we made significant cuts to adjust to the loss of revenue and create a three-year survival plan.
That plan has subsequently been expanded to five years. We eliminated over 30 FTE throughout the
agency and reduced benefits in our self-funded health insurance plan. By doing this, we were successful
in maintaining a surplus in the 2012-13 budget. This surplus will allow us to spend the surplus down
over a five-year period, still giving staff modest cost of living increases and meeting uncontrollable
increases in other expense areas. These efforts have also allowed for the purchase of a home, new
agency vehicles, and to complete necessary repairs at agency owned homes.
At the same time we will be increasing our reserve each year so at the end of the five-year period, if
state funding has not improved, we will be able to spend into reserve for several more years.
Senior and middle managers held a strategic planning session in February 2014, with a number of key
areas identified, including:
o Organizational Development – current structure, staffing adequacy, Adult Services Directors’
roles and responsibilities
o Communication - Improve both internal and external communications, including increased
awareness of Starpoint’s mission and services to the general public. It should be noted that
Starpoint’s foundation continues to coordinate special events and activities. Upcoming events
include a benefit breakfast, a slopper/slider competition and the Royal Gorge rim-to-rim run in
Fremont County, as well as events in the Salida area. Consumers are being featured on the local
radio station to discuss their jobs and the local newspaper continues to be a positive force for
Starpoint, covering most, if not all, of our events.
o Employee Relations – Review policies on leave; 403b plan; salary survey to compare pay and
benefits to peer organizations
o Consumer Services – Implement Person-Centered Thinking; increase volunteer opportunities
for people in services; expand options for supported employment, matching all interested
consumers in community positions; expand weekly community interaction for consumers in
adult day program whose limitations do not allow them to volunteer in the community; evaluate
all residential settings for physical condition and appropriate use and create a plan for physical
improvements, remodeling or replacement.
Early Intervention Colorado/Part C Program Performance Profile – Starpoint is proud of its
Indicator Data based on the period 7/1/10 through 6/30/11 to have had timely, valid and reliable data
submission, completed interagency agreements and timely submission of all required fiscal information
with no findings of noncompliance issues for FFY 2009-2010. When DDD first began reporting this
information to OSEP, Starpoint was one of only three CCB’s in the state to have achieved compliance
and met targets the first reporting year. Our CCB has maintained this stellar record each reporting year.

Innovative Strategies for Generating New Revenue Sources – Starpoint continues to be a leader in
developing innovative ways of generating new funding. Starpoint provides many non-DD funded
services including; preschool special education services for two local schools districts (since 1986); an
Early Head Start program and other successful early childhood programs. Starpoint also operates the
SPIN Early Childhood Care and Education Center, the Fremont County Family Center and the local
Parents as Teachers program. These services directly enhance those provided with state dollars through
the Early Intervention Colorado program and every year they remain open is an accomplishment
because many of the programs are grant funded.

Community Partnerships – Starpoint has a history of well over 30 years of nationally recognized
partnerships for early childhood services which have historically involved all community agencies
serving young children in Fremont County. Many partnerships exist in the adult service arena also. In
2009-2010, partnerships with the schools were revisited to include closer collaboration with the schools
to assist young adults nearing graduation to transition into adult life. As a result of meetings which were
held with LEAs and the School Districts to stress the importance of age 14 referral for the DD waiting
list in 2011-2012, four young adults ages 18-21 are being served by Starpoint with school contracts.
While these young folks are on a long waiting list for DD services, their participation was one step
towards helping them and their families with the transition process. The Annual Starpoint Winter
Bowling Tournament has expanded again this year. Twenty community sponsors, comprised of local
businesses, and community members, fund the entire cost, with 28 consumers participating in the
tournament.
 Starpoint’s Early Intervention Colorado Program has maintained location at “The ACCESS
Center” and is co-located with the ECHO Early Childhood Council staff and Starpoint’s
Preschool Special Education Staff. This site is owned by the Canon City Schools and provides
access to families for staffing meetings, developmental screening, evaluation and other services
focusing on the under school age population.
 With the closure of a local preschool facility in 2013, Starpoint took the lead in moving 45
children into the SPIN-Elm facility to meet needs of parents and families. When the physical
facility became available, Starpoint was able to purchase the site for the new SPIN-North, with
now has enrollment of 69 children. Hours were recently expanded to offer early morning, later
day and Saturday child care for families.

Case Management – In March of 2014, Case Management, along with Adult Services staff and senior
management, completed a thorough two-day “Person Centered Thinking” training. We have started to
implement these practices into our annual service planning, interdisciplinary team meetings and overall
monitoring of services. Case Management has worked with several CCB’s across the state in
coordinating transfers to our region as individuals have chosen to move into Fremont and Chaffee
County. Case managers also continue to respond to referrals from the Regional Centers to determine if a
successful placement can be found in our community. We have enrolled three new individuals that were
identified as “High Risk” into comprehensive services in the last year. These placements include “In
Home” Comprehensive services and new host home placements. We have also requested and received
two emergency resources in the last year for individuals who have met the emergency criteria and were
at risk of institutionalization. These individuals are currently doing well in our community. Case
Management continues to work with a local Nursing facility to transition an eligible client into the
community through the Colorado Choice Transition program.
The CM Director has also updated and restructured the Family Services and Supports Program in an
effort to be more responsive to the needs of the community and families in the program. We anticipate
being able to offer more support activities including guardianship information classes, sign language
classes, autism awareness and support groups and more.

Improved Personnel Practices – Hiring practices have been standardized between Fremont and Salida
and now meet Colorado Department of Public Health Care and Environment and the Division of
Developmental Disabilities. In addition all initial training practices for new employees have been
standardized, updated and improved. Competency evaluations have been established for new employees
to be done within the first week of their date of hire. In addition, competency evaluations will be
completed for all employees on an annual basis, on-going, as a continuous quality assurance
measurement. Employee evaluations for work performance have also been developed and initiated;
these will be completed on an annual basis with all employees. All of these practices have been
established again to meet CDPHE and DDD rules and regulations.

Home Health Licensure (Supported Living Services) – Once again Starpoint Adult Services
has been relicensed as a Class B Non- Medical Home Health Care Facility and can offer Personal Care
Services to people in their homes who receive Supported Living Services. Complete Policy and
Procedure Manual has been developed and completed for this segment of our SLS department along
with brochures to assist people within their homes for emergency preparedness plan, and an exposure
control plan. Currently a number of people in Salida are enrolled in SLS who receive Personal Care
Services, and with three in Fremont County. A recent review found the program to be deficiency free.

Recruitment of an SOMB Approved Therapist – After 12 years of providing services to the SMART
group, Starpoint is contracting with a new therapist who provides group and individual counseling on a
weekly basis. The therapist has vast experience in providing therapy to the DD population in a variety
of settings. The therapist provided a six-hour training to residential and day habilitation staff and is very
interactive with staff and consumers. Her availability, knowledge and style have been a tremendous
asset to the program and the consumers served. She has worked with the DD population for over 30
years in a variety of settings. Her monthly written reports and involvement has improved the
communication and collaboration between mental health professionals, probation officers, and family
members.

Facilities /Transportation Upgrades – One new home was rented and one new home was purchased
over the last year. Both homes are staffed 24-hours-per-day and both homes have three bedrooms for
three people with special needs. We were fortunate to again receive a generous gift from Holcim in the
amount of $5,000 that was used to furnish several homes to make them more comfortable for the people
living there. We were able to utilize these funds to personalize the homes to the individual tastes and
comfort, as the houses were previously furnished with used items or furniture that we had received as
cast-offs.
Work was completed August 2013 at the Chaffee County Center which included adding restroom,
upgrades to Adult Day Program restrooms, Day Program office upgrades and the addition of kitchen
space on the main floor. These improvements greatly enhanced the safety and efficiency at the Chaffee
facility which serves up to 30 adults per day. Approximately 1/3 of the funds were from local
contributions.
Starpoint’s board of directors approved nearly $250,000 in funding during the 2013-14 fiscal year for
the purchase of a number of new vehicles to provide safer transportation for consumers in Fremont,
Chaffee and Jefferson counties.

Tailoring Services for Individuals with Specific Needs -- Two new host homes were developed for
people over the last year to accommodate people’s preferences, new family-type settings have been
formed as a result. As mentioned in the previous section, the new homes rented or purchased were
developed into staffed PCAs to create even more possibilities for support for people. Qualified staff are
employed in the community from 7 a.m.-8:30 p.m. seven-days-a-week to accommodate people who live
in the community in their own homes semi-independently. Over the last year, three people have moved
from their family homes into new residential placements and though this has been extremely challenging
for them due to their individual circumstances, their new experiences have brought new insights and
new delights that have enriched their lives exponentially.
Summary of the Needs Determination and Plan to Address the Identified Needs:

Transition -- Continue to foster and facilitate the transition of area students into adult services through
eligibility determination and placement on the DD waiting list; through contracts with the school
districts; and through exposure to relevant Life Skills classes and meaningful work experience.
Action: Attend IEP Transition Meetings and other meetings at the school district to identify student
needs before transition; communicate with families; and continue close communication with the schools.

Work -- In partnership with DVR, continue to find and maintain employment for individuals who want
employment and opportunities for non-typical needs. Explore unique ways to find employment in a
weak economy.
Action: For those people who have been identified as no longer being appropriately served through
DVR we will be committed to serving through the waiver and will hire a Support Employment
Specialist. This person will specialize in finding community employment for people with special needs
and carving out jobs in the community for people while creating partnerships with businesses within
Canon City.

Communication – Continue to foster and improve communication between staff, consumers and
families; and between the programs in Fremont, Chaffee and the Denver Metro areas in order to share
ideas and concerns and to maximize positive outcomes for the consumers served.
Action: As we move forward in the age of technology we will develop our communication further by
investing in the Therap system. By utilizing this technology all three areas, Fremont, Chaffee and the
Denver Metro areas will have access to the data base and be able to share information remotely. We
will have a single system as well as a common system for all consumer and personnel use.

Day Services – With the opening of the Life Skills/Life Enrichment Center for those individuals who
wish to be involved in a variety of activities, staff have realized the need to develop more programs,
educational experiences and community access opportunities.
Action: Expand day services to include a pre-vocational curriculum as well as encompass a
more diverse curriculum to make our overall day services more interesting to more people.
Utilize our staff pool better to make more efficient and effective use or our current qualified employees.

Recruitment – On-going recruitment and training of qualified employees.
Action: Conduct outreach in the local community college as well as charitable organizations in Canon
City in order to generate interest in service to our population for career development. Create a booth at
local fairs to educate potential employees and contractors of the career opportunities at Starpoint.
Summary of Systems Issues:

Service Delivery Systems Issues -- We still have limited agencies that offer state plan benefits (home
health etc.) because they cannot travel to some of the rural areas. There are always ongoing system
issues that cause delays in billing. But for the most part it has improved. And the TCM requirements
(billing in 15 minute increments) still make it difficult at times to maintain quality case management.

Funding -- Need for increased rates to meet the ongoing needs of the medically fragile, the dually
diagnosed, the aging consumer, the offender and the transitional student. The challenge of working with
the current budget crisis that the state is facing has consumed a large amount of time and effort. Cuts to
rates and changes to SLS rates, services and spending limits and the return of turnover slots to the state
resulted in a loss of over $1,600,000 in revenue to Starpoint over a three year period.
 The rate decrease for behavioral services will negatively impact the agency’s ability to provide the
services for consumers with sex offending issues. Per SOMB standards and guidelines, group
therapy is the recommended and accepted modality for treatment. Individual therapy is also an
accepted practice as an adjunct to the group therapy. There are only a few therapists in our area
who have the credentials needed to provide the full range of sex offender therapy for individual with
developmental disabilities. Providing less than weekly therapy for this high risk population is
problematic in maintaining community safety. The accepted testing practices, such as polygraphs
and penile plethysmographs are not included in the behavior service authorizations, but are essential
to identify risk factors, and to tailor treatment where it will be the most effective. The current rates
and caps are prohibitive in providing the services that have proven to be the most effective, and in
the long term are also cost effective in providing the care and supports for these individuals.
Summary of Local Area Issues:

Staff Recruitment and Retention -- Issues that consistently affect our ability to provide quality
services and supports revolve around staff recruitment, retention and training. Staff are remaining in
their jobs longer due to economy and the continuing efforts to improve the job culture have had a
positive effect. However, wages continue to be a factor in remaining competitive in attracting quality
staff. There is a significant necessity for additional money to increase salaries of both entry level staff
and those who have made long-term commitments to serve the developmental disabilities population in
our service areas.

Maintenance of Facilities and Vehicles to Ensure Health and Safety – Self-evident but has a fiscal
impact.

Adapting to the Aging Population Served by Starpoint – Being located in three rural counties has a
significant impact on access to medical services for consumers served. More often than not, medical
professionals are referring patients to specialists in Pueblo, Colorado Springs or even Denver. It can be
a full day trip for one of the medical team members to take a consumer out of the counties served to
travel to medical appointments. With the increase in this occurrence, there is a direct fiscal impact on
Starpoint.

Transportation Issues -- In addition to the issue identified above for Starpoint, the same issues
affect families who have young children. Parents of children with significant needs have to
travel to Colorado Springs or Denver for services. Reduction in the Family Support Funding for lowincome parents or those with multiple stressors will significantly impact families.

Rural Costs – Everything costs more in a rural community – food, rents, gas, etc. The prison industry
and large retirement population in Fremont County drives up costs as there are some well-paid
employees and retirees with assets and many families living on the edge.
STARPOINT’S ANNUAL COMMUNITY FORUM
Starpoint’s annual forum was held on Monday, April 14 in Canon City. Attending were: one parent/board
member from Salida, one board member and one person receiving services; three parents from Fremont County
and one person receiving services. A number of staff were also in attendance, including Case Management
Director, three Adult Services Directors, Chaffee Program Director and the Chief Administrative Officer.
The annual plan update was well-received by those in attendance. One parent thanked Starpoint and the
community in general for their efforts to integrate her son in a variety of community outings and activities. Two
Canon City parents requested that weekend events for those living in staffed PCAs be re-invigorated – they
noted their children enjoyed the activities greatly. The two parents also met after the forum with plans to
involve other parents in a group to help with events and activities.
Plan Availability:
As previously referenced, Starpoint’s Plan is available at www.starpointco.com. Copies of the plan are also
available at no cost to the public at the following locations:
Starpoint
Admin Offices
700 S. 8th St.
Canon City, CO 81212
719-275-1616
Starpoint
Salida Center
203 E St.
Salida, CO 81201
719-539-2577
Denver Starpoint
11177 W. 8th Ave.
Lakewood, CO 80215
303-238-1600