Table of Contents
Mission Statement .............................................................................................. 2
Core Values and Benchmarks .............................................................................. 3
How Do We Preserve Core Values & Purpose...................................................... 4
Strategic Integrated Plan .................................................................................... 5
Technology Accelerators ..................................................................................... 6
Expectations of Internal & External Stakeholder ................................................. 7
MCE Goal Planning 2015 ................................................................................... 11
MCE 2015 Organizational Goals ........................................................................ 18
Technology Plan 2014 ....................................................................................... 23
Corporate Compliance Policy and Plan .............................................................. 27
Accessibility Plan 2013-2104 Status Report ....................................................... 52
Accessibility Plan 2014-2015 ............................................................................. 55
MCE 2014 Program Goals Progress Report ........................................................ 59
2014 Organizational Goals Progress Report ...................................................... 64
2012-2013 Outcomes Management Report....................................................... 65
Terminology Key ............................................................................................... 73
1
MAGIC CITY ENTERPRISES
MISSION STATEMENT
“Supporting individuals with
disabilities to live successfully.”
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What Are Our Core Values and Purpose?
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Health, well being & safety: Promote optimal health, safety, and well being for
everyone.
Achieve Personal Growth: Support the growth of all involved with MCE.
Stability: Provide stability to facilitate a feeling of security for stakeholders.
Continuing Quality Improvement: Provide timely, efficient and effective
education and training.
Stellar Reputation: Maintain a positive reputation as the premiere service
provider.
Celebrate All Successes: Celebrate large and small, individual, group, and
organizational successes.
Teamwork: Everyone work together at MCE for a common purpose.
Excellent Support through Education and Learning.
Full Community Participation.
eamwork
ealth, well being and safety
xcellent support through education and learning
Full community participation
chieve personal growth
elebrate All successes
ontinuing quality improvement
tability
tellar Repuation
MCE BENCHMARKS
1. Health, Well-Being, and Safety are our Top
Priority
2. Participant Satisfaction - 5 Star Service
3. Teamwork
4.
No one person is more important than anyone
else
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How Do We Preserve Our Core Values and Purpose?
1. Therap
2. Commitment to persons served and job before ego
3. To be proactive
4. Organization wide input for solutions from all stakeholders
5. Education for all staff to improve practicing our core values
6. Change our behaviors to meet our goals and not our goals to meet behaviors
7. Continue to be open, honest and forthcoming
8 Support all employees to do their best, and maintain a great work ethic
9. Incorporate our values and mission in our daily performance at a high standard
10. Through staff training
11. Incorporate team building everyday
12. MCE Code of Ethics
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STRATEGIC INTEGRATED PLAN
INFORMATION MEASUREMENT & MANAGEMENT
AND
PERFORMANCE IMPROVEMENT
The following information was considered during the development of this plan document:
1. Expectations of persons served
2. Expectations of other internal and external stakeholders
3. The competitive environment
4. Financial opportunities and threats
5. Our capabilities
6. The service needs of Cheyenne and the surrounding communities
7. Demographics of Cheyenne and the surrounding communities
8. Our relationships with external stakeholders
9. The regulatory environment
10.The legislative environment
The following data was collected and is included in this plan document:
1. Needs and expectations of the persons served
2. Needs and expectations of other internal and external stakeholders
3. MCE’s business needs
Data from the following areas was utilized in setting the goals, objectives and performance
indicators which are found in this plan document:
1. Financial information
2. Accessibility surveys, reviews, and plan
3. Resource allocation
4. DDD site survey, satisfaction surveys, CARF survey, NISH evaluation
5. Risk analysis and plan
6. Board of Directors
7. Human resources
8. Technology analysis and plan
9. Environmental health and safety documents and inspection reports
10. Trends in the field of disabilities
11. Wyoming’s service delivery system
The following areas were analyzed for performance related to goals and are included in this
plan document:
1. Business functions
2. Effectiveness of services
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3.
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Efficiency of services
Service access
Satisfaction of and feedback from persons served
Satisfaction of and feedback from other internal and external stakeholders
This goal plan reflects the following in regards to areas analyzed:
1. Areas needing performance improvement have been identified.
2. Action plans have been established to address the improvements needed
3. Actions taken to improve performance have been outlined.
The following documents have been utilized in the development of this plan document.
1. Management reports from the various program areas
2. 2013 strategic plan document
3. FY 2013 Budgets
4. FY 2013 Outcomes Management Report
5. 2013 Accessibility Plan
6. 2013 Technology and Systems Plan
7. Health and Safety documentation and reports
8. Individual Plans of Care for persons receiving services
9. Progress reports and notes for persons receiving services
10. Satisfaction information for persons receiving services and other
internal and external stakeholders
11. Demographic information on persons referred for, receiving and/or
discharged from services
12. Follow-up documentation on persons who have left MCE’s services
Technology Accelerators
1. Continue to work towards fully utilizing THERAP and use to bill through web portal for
effectiveness and efficiency
2. Five to ten minute videos for staff training- computerized training
3. Continue to update and utilize our MCE website for effectiveness and efficiency
4. Increased assistive technology for participants for effectiveness
5. Continue to increase the use of ADP for efficiency
6. Networking to off site locations
7. Upgrade security for effectiveness
8. Increase mobile technology
9. Increased use of social media for increased public exposure
Adapting the Business Strategy
1. Incorporate diversification of services and revenue
2. To be politically active/astute
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3. Implement changes in the way we serve participants in Residential and Day Habilitation
services
4. Become entrepreneurial in seeking and bidding on lucrative contracts
5. Research alternative ways to cut costs and get input from employees
EXPECTATIONS OF INTERNAL & EXTERNAL STAKEHOLDERS
Be Gracious and Attentive to the needs of all Stakeholders
INTERNAL:
GUARDIANS AND FAMILIES EXPECT:
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Live as individuals as much as possible and success in life
MCE needs to adapt to changes beyond old fashioned model
Put more participants (people) in apartments
Need to stay relevant
Assist and support participants/people with their desire to be more independent
Few less stringent contracts with not as many background checks
Develop relevance
Live quality lives as independently as possible, help integrate into the community
Stabilize with waiver changes
Make decisions about who MCE can and cannot serve
Clear communication about who MCE can and cannot serve
Be current in DD Field-competitive employment, independent living
Continue to be a quality program that MCE has always been
EXPECTATIONS FROM PARTICIPANTS:
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More outings
Increased security measures
Assistance in communicating with family
People they can trust
Someone to help them
Dreams to achieve
Safe housing
Health and safety for participants
Support
o In making good decisions
o In day-to-day decisions
o With food, medications, etc.
Consistency
Training
Transportation
Environment
Community exposure
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Community Involvement
Money
Protection against exploitation
Funding and Support
Dignity and Respect
Opportunity for more independence and awareness of community opportunities
Staff understanding
Information about opportunities, employment, housing and daily needs Choices
Empathetic understanding
Sense of worth
Good health care
A Hug
Advocate
Knowledge, education and respect of rights
EXPECTATIONS FROM EMPLOYEES:
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Nice working environment
Support-education
To feel appreciated
To feel what I do is important-Sense of purpose what they are doing is important not
menial
Money-Better Wages
Job security
Communication
Being heard about concerns and something is being done about it if possible
Respected in what they say and do
Provided good up to date information
Recognition
Resources available to do the job
Reliable working company transportation
Support-self worth-want to feel like we value their opinions and ideas
To have an authority figure a “phone call away”
Management follow through
Responsibility: Co-equal authority to accomplish that responsibility
Opportunity to problem solve-vent
Benefits
Assurance (real) that leadership is doing all it can to make MCE successful-share how
Opportunity for advancement
EXPECTATIONS FROM BOARD OF DIRECTORS
More Public Relations
o Need a Public Relations Specialist
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New clients
Strengthen employment
Strengthen residential
Individual competitive supported employment-huge impact on commerce
E-Recycling
Exit Interviews when employees resign
Sophisticated jobs, real life, dignity, inclusion, education and growth in Cheyenne for
our participants
Get back Warren Air Force Base Recycling Contract
Reinvent MCE
o Offer new versions of current services
o Offer new services to the community
A good quality of life in the community for MCE participants
Opportunities for clients and participants to work, focus on job opportunities
More communication with the public
Be better at educating our legislatures
o Continual education of legislatures and community
Educate the general population on how smart our clients our
Ability to have properly paid staff
Continue to strive to have the best run facility in the state
Greater stability and confidence
Add sources of revenue, i.e., a senior center
CEO: Be creative and bring the best ideas to us
A business plan
More job opportunities
Creation of a Brain Injury Program
EXTERNAL
EXPECTATIONS FROM OTHER STAKEHOLDERS:
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Strong commitment and service to participants
Assist clients with opportunities
Resources to assist participants
Stability for participants, employees and organization
Goals met-participants, employees and organization
Continually work on maintaining as normal a life as possible for participants
Continually work on keeping a good staff
o Higher competitive wages
o Good positive working environment
o Staff Recognition/Well Developed Recognition Programs
o Clear communication and timely communication
 Best quality of life on an everyday basis with the fewest of issues as possible for the
participants
 Expand service opportunities for participants and staff
 Promote volunteer opportunities in the community
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 More efficient communication process for participants and staff
 Educate and communicate with the community on who and what MCE is
o What is our vision and mission
 Supplemental steady revenue income so not so dependent on waiver revenue
o Continually seek out outside sources of income
 Secure funding
 Opportunities for participants to improve themselves
o Community inclusion
o Community awareness
o Meaningful well paying employment
 Continual work on participant needs, wants, talents and desires. Base programs
around a bright future
 Promote “Employment First!”
 Increase Support Living
 Operate existing contracts efficiently and cooperatively
 High quality trained employees
 Vision led employees
 Happy, safe and healthy participants
 Participant Independence
 Trust in MCE
 Recognize how MCE benefits others
 Political clout
 Support participants to get out of poverty
 Strive for full community participation
 MCE needs to be a role model
 Transparency
 Maintain the highest level of professionalism
 Adherence to all laws and regulations
 MCE needs to continue to “do what we say we’ll do”. Be reliable and accountable
o Responsiveness to requests
 Treat all people in the community with respect and dignity
o “Treat people as people”
 Money/Politics-do more with less
 Get permission from Guardians
 Don’t make waves-unwritten social expectations
 State expectations to demonstrate increased quality and increased quantity
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MCE Goal Planning
2015
The 2014 – 2015 Goal Planning session began with a review of our Mission
Statement and Core Values. Our Benchmarks and Core Values and Purpose
assist us in staying focused on our goals. Economic and financial challenges
are constant and we continue to find new ways to overcome them to
succeed. Strong Leadership and Managing people are key in obtaining
business and participant success.
Session 1: Strengths
1. Staff, participants, Board of Directors have pride and believe in MCE Program
2. Huge commitment to participants, their quality of life and full participation in the
community with dignity, help them feel successful in life
3. Treat participants with kindness and patience, respect their dignity and individual
preferences
4. Strong/fantastic staff
5. Security and protection for the company
6. Staff takes pride in their contributions to participant success
7. Staff has a good sense of participants strengths and limitations
8. Staff really care about participants/strive to do their best to achieve participant
success
9. Currently good and effective communication with participants parents/guardians
10. Good organizational skills, consistency with participants and staff/guardians
11. Trust MCE to continually work with participants to grow to become more
independent
12. Board of Directors has an excellent history of longevity and willingness to learn the
business
13. Positive reputation of quality service around the state
14. Most comprehensive services
15. Possesses Professionalism
16. Integrity
17. Education and Experience of Leadership
18. Ethical
19. Adaptable
20. Training Ground for other, local providers
21. Positive Reputation and History
22. Longevity
23. Positive Role Models for/In the Community
24. Influential/Expertise
25. Proactive with Legislative Changes
26. Focus on our Clients (Personal Centered)
27. Provide Opportunities for Staff Advancement
28. Training Program
29. Broad Community Support
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30. Employment Services
31. HUD Housing
32. Diversity of Assets
33. Relationship with Community Businesses
34. Federal and State Contracts
35. Fund Raising and Awareness Events
36. Dedicated Employees Create Opportunities for Community Integration
37. Innovative and Expanding
38. React Quickly to Financial Challenges
39. Ethical, Practices Integrity
40. Diversity of Assets
41. Transparent
42. Highest Level of CARF Accreditation Since 1982
43. Good Mix of Professionalism on Boards - Variety of Services (Most Comprehensive)
44. Therapeutic Services
45. Often Chosen for Pilot Projects
46. Events
47. Presence in the Community
48. Name Recognition
49. Eco Recycling
Opportunities
1. Integration between home/departments: Residential Support/Supported
Living/Independent Families/Day Services
2. Flexibility - Taking People in on emergency bases
3. More volunteer sites that work into employment
4. Provide resources for the elderly
5. Group homes based on age/abilities
6. Volunteer/Donations
7. Outreach to the wounded vets/Acquired Brain Injury/Non DD
8. Employment Training
a. Basic Living Skills Training
9. Keeping in contact/finding family members
10. Communicating with other agencies
a. Setting up Joint Activities with other agencies
11. Transportation
a. Out of town functions
b. Work
c. Events
d. Special Olympics
e. Etc.
12. Getting on the same page as Wyoming Community Service Providers
13. Elections
14. Unnecessary space-Renting out or selling houses
15. Expanding because of employment changes from Waiver
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16. Bring in new people off waiting list
17. Help participants deal with change
18. Help participants strive to live more independently
19. Assist participants in getting better jobs in the community
a. Expand individual competitive employment to where this becomes the norm
20. Create more unique type outings for the participants
21. Create better communication between MCE and the community
a. Foster an atmosphere that there are differences but yet we are all the same
22. Stabilize and grow after waiver cuts
a. Identify growth areas
23. Create a positive staff force
a. Pay competitive wages
b. Do not overwhelm
c. Empathy toward staff issues
d. Create an outlet for staff to vent/leave feedback etc.
e. Create a more interactive type staff meeting
i. Allow staff to have their own meeting without supervisors, managers
and administrators to allow them to truly express their thoughts and
concerns
f. Allow staff to be more part of the “change”-forecasting
24. Continue to be more creative: “Think outside the box”
25. Opportunity to start over “rebuild” MCE from the ground up
a. Close what we have to close (not working)
b. Stabilize and gradually build back up
c. Smaller group programs but best of MCE-new version
26. Reduce wait lists
27. Develop clarity-we can or can’t serve
28. Increase services
29. Keep competitive clients
30. E-Recycling-leverage other recycling needs
31. Warren Air Force Base Recycling
32. Look for more job opportunities for other disabled individuals (Non-MCE disabled) in
the community
33. TBI Programming
34. Stay current with DD changes in competitive employment and independent living
35. Restructure in response to financial threats (look for additional revenue sources, i.e.
contracts)
36. Improve employee recruiting:
a. Involve participants, families and guardians in the interview practice.
b. Shadow prior to hiring
c. Employee contracts
37. Develop a plan for each department to handle the upcoming changes
Threats
1. Financial (Waiver, Contracts, Overtime, Competitive Market)
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2. Regulatory Agencies
3. Competition
4. Poor Communication (Due to changes, administrative, staffing, inconsistency)
5. Economy
6. Living in the “Unknown”
7. Being in "Survival Mode"
8. Legislature
9. Reputation “stained” by certain events and unhappy former employees
10. Insurance Costs
11. Repercussions of breaking contracts
12. Participants fearful of where they will be, what they will have (same programming?) –
this is causing levels of anxiety and sadness among them
13. Possibility of no Day Habilitation in the future
a. Loss of revenue
b. This will create a smaller company with fewer programs
c. What will happen to Day Habilitation participants if Day Hab. closes (Where
will they go)?
14. Information Available to community (Response to competition)
15. Communication with Legislature
16. Communication with Behavioral Health Division
17. Figure out how to allocate and stretch funds and cut expenses
18. Better recognition programs (in response to reputation threat)
19. Cut down overtime
20. Transition Meetings
21. MCE may also have to look at closing other programs besides Day Hab
22. Lack of pre-vocational classes or activities with adequate supplies to support those
capable of working increases the chance of failure
23. Lack of a structured Public Relations Team can be detrimental to MCE educating our
internal community as well as the external community we interact with
a. Current lack of regular constant communication and education of our
legislatures and community
24. Lack of routinely planned activities to keep participants staying busy in a positive
manner
25. Must expand independent living to stay relevant in the field
Areas to Improve
1. Reliant on Waiver
2. Poor Communication-Positions-who to contact when you need something. Especially
about changes
3. More "Warm and Fuzzy" than "Numbers" type of people
4. MCE Management and Staff seem to have more “Cliques” instead of teams
5. Time constraints: especially procrastination
6. Multiple and ongoing changes
7. Staff Turnover/High level of unskilled staff
8. Burnout level of staff is increasing-losing good people
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9. Staff fearful of not having job security
a. Will MCE be closing its doors
b. Fear coupled with they don’t feel important is causing them to leave
10. Poor internal communication
a. Communication level between Management and Staff weak
b. Staff wants communication/information earlier
c. Staff feels that they are not part of the decision making process-want their
opinions and ideas to considered when decisions are being made regarding
issues that affect them or resources that they need
d. “Let us know ahead of time what is going on” before it actually happens
e. Staff feels that they do not get help if there is an issue-just immediate
reprimanded
11. High training costs
12. Multiple and ongoing changes in the state
13. Committees that don't function efficiently
14. Lack of accountability for follow up
15. Non-competitive wages
16. Over-regulations/and being completely controlled by regulations
17. Geographically Challenged
18. Can't predict the future
19. Too Many Meetings that are to long
20. Divergent foci People don’t really understand about disabilities
21. Gossip, rumors and eavesdropping
22. Fear of change
23. Underutilization of properties, IBAs, and resources
24. Unskilled/untrained/uncertified staff
25. Transportation inefficiency
26. Lack of marketing and public relations
27. Stigma about "entitlements"
28. Too reactive
Areas to Focus for Improvement
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Effective communication regarding upcoming changes
Address increased stress levels at all stages related to change
Team building and reducing compartmentalization
Implement training and development program for new and future supervisors and
managers
5. Implement staff appreciation program
6. Develop marketing team to improve public education of MCE
7. Develop additional fundraising opportunities
Core Competencies
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4 Benchmarks for Service.
Rapport with participants-they feel at home with MCE.
Quality of training and services for participants.
Variety of available services.
Homes feel like a home. Family environment.
Multiple activities and events.
Community oriented.
Positive history of serving in the community!
Participants feel they have a voice, choices and rights. They have the ability to
express as they see fit.
10. Employment opportunities.
11. Participant oriented.
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Identifying Issues and Assessing Environments”
The Competitive Environment
1. Inconsistent regulation of competition - rules don't apply evenly between small and large
providers
2. Dishonest and unethical competition is not regulated and not defined well in the
regulations
3. Must compete for quality staff
4. Confusion in the community between programs
5. Flooded market
6. Competing for state/fed funding (i.e.: legislature, other agencies, etc)
Regulatory Environment
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Staff-participant ratios
Case Management separation
CMS Fraud and Abuse Audits
Ever changing HUD Requirements
Social Security regulations are confusing
Unpredictable continuous changes in waivers
Health Care Reform
Legislative Environment
1. Wyoming Legislature is very conservative
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2. Concerned of economic future
3. Misconception of community interaction and group homes
4. Want to keep adding to the "Rainy Day Fund"
5. The new State Medicaid Reform Law
6. Federal emphasis on employment of people with disabilities
WHAT ARE OUR SERVICE CAPABILITIES AND CAPACITY?
Expand on Service Capabilities
1. Unlimited in Supported Living
2. Capacity to provide Individualized Community Employment services
3. Reinstate Children’s Services
4. Expanding Apartment Services
5. No expansion of PT, OT, ST
6. Possible aging/elderly care in homes
7. Possible DFS funded youth in homes
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2015 MCE Organizational Goals
1. Communication regarding waiver changes and residential changes next 2 months: By
October 1, 2014
a. Staff preferences will be considered first but not always possible
b. Individual participant meetings to clarify waiver changes/opportunities
c. DD world uncertainty; We will provide you the most information, the best that
we can, given the information we have
d. We want people to keep their jobs. Layoffs will be accomplished through
attrition as much as possible
e. MCE will stay open
f. MCE has history, we have and will continue to weather the storm
g. Will make IPC minutes available to transitions meetings and to residential staff
2. Timely Information: Clarify client changes 1st-Methodical movement of clients and
staff schedules: Completed and ongoing by October 1, 2014
a. Give people time to change personal lives
b. Inform before rumors start
c. More definition of schedules, particularly Day Hab/Residential
d. Distribute information to staff before action is taken
e. Reducing multiple staff in home
f. Turnover/transition/attrition/layoffs
3. Open additional home: By October 1, 2014
4. Effective ongoing management/staff communication: Measure by October 1, 2014
then every 6 months through June 30, 2016. Final goal date is July 1, 2016
a. Email updates
b. Need clarification/perhaps with increased staff feedback
c. Organizational charts
i. Distribute during orientation
ii. Be available online
d. Define roles of administrative staff
i. Who does what?
ii. Define for whom?
iii. Who do we go to for answers-questions-online?
e. Design meetings to be more organized
f. Tell Staff what they can count on and what may change and why
5. Establish Participant/Staff/Case Manager Accessibility: By June 30, 2015 with a
follow-up survey and measure of improvement
a. Establish new relationships with new case managers
b. Send case managers a questionnaire
i. Ask case managers what type of contact they prefer
ii. How often they prefer
iii. With whom
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c. Define staff roles with case managers
d. Build better communication with case managers outside the organization
through bi-monthly meetings
6. Smooth transition to new waiver for participants including communication to them
and their teams including supporting their decisions, use examples: By January 1,
2015
a. CEO, Laura McKinney is speaking individually with participants as transition
plans are reviewed
b. Reinforce individual choice in moves. Prepare ahead individually
c. Maximize opportunities for participants to make choice changes
d. Establish dinner exchanges with clients and staff to increase comfort level, also
movies and physical activities
e. Integrate participants and staff on shopping dates/church outings in small
groups
f. Help decorate new rooms
g. Share transitions plans
h. Identify natural external supports in transitions for participants
i. Psychology department supporting transition
j. Separation of Staff We/Them
k. Combining programs
i. Continue progression Residential and Day Hab
l. Making decisions together
m. Encourage staff to work out own conflict
n. Teambuilding
i. Introduce staff in their team role
ii. Team development activities
7. Develop more staff engagement and involvement: By July 1, 2016
a. Redirect Staff Council
b. Gather information about preferences
c. Utilize feedback about preferences
d. Ask for more feedback
e. Staff meetings/neutral sites
f. Identify direct care leader
8. Develop Stress Management for Staff and Participants: By May 1, 2015
a. Stress management and refresher courses
b. Stress management tips on THERAP
c. Stress management group-transfer learning from
d. Remind each other of stress level and survival mode everyone has been in (all
staff)
e. Try not to be judgmental
9. Staff Appreciation Program: By January 1, 2015
a. Slow small steps
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b. Use staff meeting format to encourage staff to appreciate other staff (modeling
or direct format)
c. Develop a kudos/appreciation system to increase appreciation for staff
d. Tell people you appreciate them/use their name
e. Bonus system with PR follow up
f. Use THERAP for appreciation reinforcement
g. Refer to exceptional employees to Laura for her recognition (company-wide)
i. Needs to be something concrete
10. Develop training and development program for Managers/Supervisors: By June 30,
2015
a. Clarify expectations of supervisors
b. Validate staff other ways
c. Teach problem solving skills
d. Ask questions with no wrong answers
e. Don’t ask if you know
f. Don’t be judgmental when skills seem low
g. Identify communication needs with single staff homes
11. Transitioning staff to new duties/assignments as determined by waiver changes: By
January 1, 2015
a. Choose home/staff combinations
b. Transition dinners, movies, physical activities
c. “Establishing” dynamic teams
d. Ensure information to staff in homes
e. Staff team up and transition to more independent home with supervisor
f. Evaluate possibility of establishing training house engaging participants
g. Identify communication needs with single staff homes
h. Help staff work alone
i. Chore lists to staff working alone
ii. Reinforce accessibility
iii. Staff choice/input of which home/individual as much as possible
12. Educate employees on the history, stability and organizational culture of Magic City:
By January 1, 2016
a. Teach foundation and history in orientation and refresher courses
b. Utilize participant stories-then and now!
c. Display history with pictures/collages
d. On this date in history-hang in homes
e. Scavenger hunt for information
f. Better history on MCE website
g. Emphasize the variety of services MCE offers, i.e., License plates
h. Things might not look the same but we are still here
i. CARF History
j. Chamber of Commerce Award
k. Full participant in the community
l. Variety of contracts, AFB and other services
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m. Give tours
n. A community of values
o. Marketing Team
13. Educate employees so they can educate and inform candidates and current
legislatures to help them vote: Candidates by October 31, 2014 and Legislature by
December 31, 2014
a. Voting education for participants and employees
i. Keep them informed
ii. Use THERAP
b. Provide phone list and scripts for employees who are interested in talking to
candidates, community members and family members
c. Provide links for letters for employees that may be sent or modified and sent
to community members or candidates
14. Develop a marketing/public relations team to included Board Members that will
develop a marketing plan for MCE: By June 30, 2015
a. Include Board Participation
b. Utilize newspaper, television, radio, social media and recycling sign on truck as
marketing resources
c. Additional marketing resources available include LCCC, local high schools,
marketing classes and business classes
d. Skit/Participant-“A day in the life…”
e. Positive contributions of participants-working volunteering
15. Develop Business Opportunities (business franchise, contracts): By Jul 31, 2015
a. Keep Production Director informed
b. Stay in contact with new businesses
c. Many opportunities-if not contracts-possible employment for clients-recycling
etc.
d. Stay in contact with old business
i. May have experienced a change
ii. New ownership
iii. New model of business/arena
e. E-Waste
i. Accesses for utility/sales
f. New business opportunities
i. Franchises
16. Recruit new participants for employment. Increase by 10: By June 30, 2015
a. Establish relationships
b. Already certified ready to go
c. Marketing
d. Mega Conference
e. Use customized examples
f. Letters to case managers state wide
g. Check into School District #1/Special Education
21
17. Develop additional Supported Living or independent living settings 5 participants By
July 30, 2015
a. Provide independent living
b. Rent from provider
c. Increased integrated community participation
18. Research feasibility and community need to expanding services to include people with
ABI and disabled vets: By April 15, 2015 Note: Barb to work on employment services
section
a. Customized employment ready to go
b. ABI Training or just employment services
c. Vets-Employment
d. DVR employment
e. More research
19. Identify and utilize volunteer services, at least 2 additional and 4 potential: By July 1,
2015
a. Presentation/Outreach
b. To Service Clubs-Rotary Lions
c. Churches
d. Civic League
e. XJWC
f. AARP
g. Sr. Companions
h. Newspapers
i. Sr. Citizens
j. Expand MCE Auxiliary Structure for volunteers
i. Mailing-Thor R.
ii. IPC Meetings-Kristen V.
20. Develop additional fundraising opportunities utilizing MCE Fundraising Plan: By July 1,
2017
22
Magic City Enterprises
Technology Plan
2014 - 2015
Information Management:
The MCE Network & Security Coordinator meets with the Administration Team periodically to
review and update aspects of the computer systems, and project needs. A budget is prepared
accordingly for IT related services for the following fiscal year. Any non-budgeted expense
items that may be needed are taken to the CEO for approval.
Networks:
MCE has been able to establish a system for Remote Access to the server and
network that is secure. The current server and network setup is in good condition and is
being maintained regularly. No foreseen costs or systems should be needed in the upcoming
year.
Hardware:
Older computers are being replaced as needed. This is a continuing procedure.
MCE has received business donations of IT equipment such as computers, printers, and
notebooks. The needed costs of replacement hardware are estimated to be $900 for the
upcoming year. This includes additional RAM for computers and monitors if no donations
occur.
Software: Software and license agreements are under the supervision of the Network &
Security Coordinator. Original disks, media, and license agreements are maintained in the
“Computer Room” at 1780 and on Microsoft Volume Licensing. The Network & Security
Coordinator is responsible for establishing and maintaining systems which assure the
security, license compliance, coordination of purchases, and issuance of hardware, software,
and assistive equipment (when needed). 31 workstations will need updated from Microsoft
Windows XP to Microsoft Windows 7 Enterprise by October 2014 due to security updates not
being supported by Microsoft for XP. MCE currently has enough licenses for Microsoft
Windows 7 Enterprise to accomplish this task.
Printers & Copiers:
MCE will take every precaution to remove/erase hard drives that
contain confidential information when a copier or printer is replaced. The copiers and most
printers are maintained by Lewan Technology. Lewan is under contract and also provides
reduced prices for toner and ink. MCE currently has a backup copier that cannot be
maintained by Lewan in case of emergency. No needed changes foreseen.
Confidentiality:
MCE has taken every precaution necessary to inform staff of the
importance of maintaining the highest level of confidentiality. The HIPAA rules apply to all
participant and business information contained within the IT equipment (computers). All
systems are password protected and employees are instructed to safeguard MCE information
and take proper care of MCE equipment. Employees are instructed to “not expose”
23
Computer Information to others while their computer is being used. A notebook Computer
Confidentiality Agreement is entered into for staff that may be assigned one.
Network Security:
The Main Server Network is secured through a SonicWall. The SonicWall was recently
updated and services are paid for through 2016. The SonicWall assures that outside intrusion
is not possible and that users on the network are only allowed to view or utilize trusted sites
and email. The Network & Security Coordinator receives weekly updates for attempted
hacks, suggested changes to the SonicWall, and listings of un-trusted sites attempted by users
on the network. The SonicWall along with Vipre Antivirus keep the network as safe as
possible against malware, viruses, Trojans, and Spyware. All confirmed threats are checked
on and fixed by the Network & Security Coordinator. Remote workstations and network
workstations are secured by Vipre Antivirus and GFI Max. GFI Max is a reporting software
that allows access remotely to each workstation. The Network & Security Coordinator
reviews a weekly log as to any threats or reported problems on each workstation.
9 workstations in the Group Homes are secured with Sonar. Sonar only allows users to access
sites that have been chosen by MCE to be work needed. All other attempts to access sites not
on the chosen list are sent to the Network & Security Coordinator by Sonar. All of the above
software and system is used to keep assets safe and HIPAA compliancy at a high standard.
Location Security:
MCE utilizes numerous security cameras on main campus at 1780 & 1750 Westland. Assess
camera security needs by May 2015 for Deming, 1704 Westland and/or additional to main
campus.
Deming 1780, 1750, 1720, & 1704 Westland have monitored security alarms that notify the
Cheyenne Police Department of intrusion. Continue with services.
1780, 1750, 1710, & 1704 Westland have electronic access door locks. This is maintained by
Network & Security Coordinator. Continue to maintain.
All other areas and locations are secured by Key locks. Keys are issued to each employee as
needed and a copy of the agreement is kept in their personnel file. System is maintained by
Network & Security Coordinator.
Vehicle Security:
MCE vehicles that are used for transport of participants are secured with a GPS tracking
system. This system is monitored through FleetMatics and allows MCE to provide detailed
reports of how a vehicle is being used, where the vehicle currently is, and flags safety
concerns such as speeding or harsh driving. This system is monitored by the Network &
Security Coordinator. MCE’s mechanic also receives information on maintenance of the
vehicle and needed tasks. Safety concerns are emailed to the Department Manager in which
the vehicle is listed by the software. Keys for the vehicles are assigned to the department
manager and a listing is maintained by the Network & Security Coordinator. A Key Issue form
is kept on all keys assigned in their personnel file.
Use of Gas Cards: Each vehicle has an assigned gas card. Access to utilize the
cards is given by the Network & Security Coordinator. All users must have Manager
24
permission to obtain a pin #.
Internet/Remote Location/Wireless Security: MCE maintains a high level of
security on all systems to prevent viruses, fraud, and unauthorized access. This includes
utilizing 256 bit WPA2 Encryption for the wireless connections, utilizing a 13 character, secure
password, which only IT staff have access. The Domain Server will provide additional security
by providing a managed domain system for our computers, as well as requiring
authentication to the network. Internet access for most locations is being provided by Charter
communications. Deming, ECO, & Greenview utilize a DSL connection through Century Link.
Assess needs and changes to internet access by Oct 2014. This will include any need or
discontinuation of service at the Greenview apartments.
Backup Procedures:
Nightly back ups are run to external hard drives for data
redundancy and disaster recovery. A copy of the backup is located at the Deming site
weekly.
Assistive Technology: It is the philosophy of MCE to encourage professional and
program staff to work with WIND and other organizations that provide assistive technology
for individuals with developmental disabilities. This can include computer software,
hardware, and specific mechanical/electrical devices to assist individuals in their daily living
and work.
Requests for funding or assistance can be made to the Program Coordinator and C.E.O. during
the year and can also be included in the department’s presentation for our Annual Goal Plan.
Disaster Recovery Preparedness: A Copy of the Network and Server backup is stored
weekly at the Deming location. This area of Deming is monitored by a security alarm. No
additional redundancy is needed for the level of security or importance of these documents.
MHP IT Support Technicians have administrative access to MCE’s servers for support as
needed. Critical documents and replacement documents can be secured from county, city,
state, and federal record archives.
Virus Protection: The network is protected by both a hardware firewall, software
antivirus and other programs deemed appropriate to protect our systems and data. MCE
maintains a policy which forbids employees from bringing files from home if the media has
been used on a non-MCE computer or a personal computer that has been on the internet.
Any files that need to put on a computer on the internal network must be checked for viruses
by the Network & Security Coordinator and approved by the CEO. Staff are required to read
the MCE Personnel Manual for current updates in policies and procedures related to use and
access to MCE computers and networks. Administration considers computers and any
information or files used on computers or our networks to be MCE’s property and subject to
our policies concerning their usage and access, in particular HIPAA confidentiality
requirements.
25
THERAP:
THERAP is a Web-Based Documentation and Communication Software System
for Providers Supporting People with Developmental Disabilities. This program has the
capability to restrict access among personnel and has helped us be more efficient with our
documentation and communication between all staff, professional services, guardians and
parents. A comprehensive data entry billing system is being used on THERAP for the billing of
all service areas. User access and limitations are controlled by the Network & Security
Coordinator.
Electronic Mail:
Microsoft Exchange is the e-mail system being used for all offices and
homes, for internal and internet use.
Website & Social Media: MCE currently has a Hosted Website that is maintained and
updated by the Network & Security Coordinator. All information and images is approved by
the CEO and participant’s team if needed. Facebook, Twitter, & Google accounts are also
maintained by the Network & Security Coordinator. Information to be posted is approved by
the CEO and team members as needed. – Create a marketing campaign through social media
to obtain more traffic and users accessing MCE information. This will create a source for new
clientele and reach for advocacy. $150 will be needed for this project. Due December 2014.
Phones: Main campus phone system is maintained by Network & Security Coordinator.
Major upgrades or line changes is done by Capitol Communications. Continue as normal no
foreseen costs.
Cell phones and 2 Hotspots are maintained by Network & Security Coordinator. These are
serviced through Verizon Wireless and will need some upgrades this year. MCE currently has
4 phone upgrades available as needed. Assess the need for a Smartphone option for Network
& Security Coordinator. This is a need when MCE experiences a power failure and could help
in other needs as well. Assess by Jan 2015.
Plan for FY 2014:
MCE has changed to an employed Network & Security Coordinator in
2013. MHP is now working as a backup PRN. All computer support is managed by the
Network & Security Coordinator. MCE will continue to upgrade computers and software as
needed. Department managers will review computer and assistive technology needs with
the department staff and submit software, hardware, and equipment requests at the Annual
MCE Goal Planning meeting or as needed throughout the year.
26
MAGIC CITY ENTERPRISES, INC
CORPORATE COMPLIANCE POLICY AND PLAN
Pursuant to Section 60.32. of the Federal Deficit Reduction Act of 2005, P.L. 109-171 (S 1932)
(February, 2006:
Magic City Enterprises, Inc. employees and participants are required to report any concerns
regarding waste, fraud, abuse, and other wrong doing concerning federal rules and funding.
The Quality Assurance Manager is the designated Corporate Compliance Officer. All concerns
and complaints should be submitted directly to the Quality Assurance Manager, who will
review these and report any substantiated concerns to the Magic City Enterprises CEO, and
Board of Directors and appropriate federal/state authorities within 2 weeks of receiving the
report. Any allegations which name or allude to the involvement of the CEO or CFO will be
reported directly to the Magic City Enterprises Board of Directors.
Magic City Enterprises, Inc. will protect employees reporting corporate compliance issues
from retaliation by those accursed or by any Magic City Enterprises management staff.
Substantiated retaliation will result in personnel action or termination, as determined by the
Magic City Enterprises CEO and Board of Directors.
Intentionally false reports or accusations of compliance violation issued by an employee will
result in personnel action or termination, as determined by the Magic City Enterprises CEO
and Board of Directors.
Reports made confidentially should be put in a sealed envelope and addressed as follows:
“Personal Business, Quality Assurance Manager” and either put directly in their mailbox or
given to the Administrative Specialist at 1780 Westland Road. Confidential notices will be
restricted to the Quality Assurance Manager, Administrative Specialist or other Magic City
Enterprises staff on a “need to know” basis only, at all times respecting the reporting
employees confidence as much as possible during the investigation and resolution.
After informing the CEO and Board of Directors about the compliance issue and providing
supporting evidence, the Quality Assurance Manager is authorized to independently notify
appropriate legal and contract authorities.
Implementation of this Compliance Program guidance may not entirely eliminate fraud and
abuse from the agency’s programs. It is the responsibility of the organization to mold the
27
concepts contained within the program guidance to its individual culture, and institute a
program that monitors the individual elements so as to assure ongoing program
effectiveness.
Contractors: Any time that a business, government agency or other outside entity is doing
business with Magic City Enterprises though a contractual agreement, Magic City Enterprises’
personnel who negotiate and/or manage the contract shall inform the vendor of the
Compliance Program.
We have always been and remain committed to our responsibility to conduct our business
affairs with integrity based on sound ethical and moral standards. We will hold our
employees, contracted practitioners, and vendors to these same standards.
Magic City Enterprises, Inc. is committed to maintaining and measuring the effectiveness of
our Compliance Policies and standards through monitoring and auditing systems reasonably
designed to detect noncompliance by its employees and agents. We shall require the
performance of regular, periodic compliance audits by internal and/or external auditors who
have expertise in federal and state health care statutes, regulations, and health care program
requirements.
RESPONSIBILITY
All employees, contracted practitioners, volunteers, interns, members of the Board of
Directors and vendors shall acknowledge that it is their responsibility to report any instances
of suspected or known noncompliance to their immediate supervisor, the Chief Executive
Officer or the Compliance Officer. Reports may be made anonymously without fear of
retaliation or retribution. Failure to report known noncompliance or making reports which
are not in good faith will be grounds for disciplinary action, up to and including termination.
Reports related to harassment or other workplace-oriented issues will be referred to the
Quality Assurance Manager or CEO.
POLICIES AND PROCEDURES
Magic City Enterprises, Inc. will communicate its compliance standards and policies through
required training initiatives to all employees, contracted practitioners, volunteers, members
of the board and vendors. We are committed to these efforts through distribution of this
Compliance Plan and our Code of Ethics.
ENFORCEMENT
This Compliance Plan will be consistently enforced through appropriate disciplinary
mechanisms including, if appropriate, discipline of individuals responsible for failure to detect
and/or report noncompliance.
28
RESPONSE
Detected noncompliance, through any mechanism, i.e. compliance auditing procedures,
confidential reporting, will be responded to in an expedient manner. We are dedicated to the
resolution of such matters and will take all reasonable steps to prevent further similar
violations, including any necessary modifications to the Compliance Plan.
DUE DILIGENCE
Magic City Enterprises, Inc. will, at all times, exercise due diligence with regard to
background, exclusion and professional license investigations for all prospective employees,
contractors, vendors, and members of the Board of Directors.
Code of Ethics and Mission
The Code of Conduct was approved by Magic City Enterprises Inc.’s s Board of Directors and is
a formal statement of MCE’s commitment to the standards and rules of ethical conduct.
Magic City Enterprises, Inc. is committed to preventing the occurrence of unethical or
unlawful behavior, stopping such behavior as soon as possible after discovery, and to
discipline employees who violate the Code of Ethics, including employees who neglect to
report a violation.
All employees must comply with this Code of Ethics, immediately report any alleged
violations of wrongdoing, and assist management and compliance personnel in investigating
allegations of wrongdoing.
While the standards addressed in the Code of Ethics are intended to guide employees in the
course of their day-to-day responsibilities, they do not replace any other program policies and
procedures. There may be instances that are not addressed by the Code of Ethics or existing
policies and procedures. Employees must seek direction from their supervisor, or any
management staff or the Corporate Compliance Officer in these instances.
29
Magic City Enterprises’ Mission and Core Values
I.
“Supporting individuals with disabilities to live successfully.”
The principles and values of the mission which stress well being, quality service, and equality:

Health, Well Being, and Safety: Promote optimal health, safety, and well being for
everyone.

Achieve Personal Growth: Support the growth of all involved with MCE.

Stability: Provide stability to facilitate a feeling of security for stakeholders.

Continuous Quality Improvement: Provide timely, efficient and effective and training.

Stellar Reputation: Maintain a positive reputation as the premiere service provider.

Celebrate All Successes: Celebrate large and small, individual, group, and organizational
successes.

Teamwork: Everyone work together at MCE for a common purpose.

Excellent Support through Education and Learning.

Full Community Participation.
EXPECTATIONS
Magic City Enterprises, Inc. ensures that all aspects of consumer care and business conduct
are performed in compliance with our mission statement, core values, policies, and
procedures, professional standards, and applicable governmental laws, rules, and regulations
and other payer standards.
Magic City Enterprises, Inc. expects every person who provides services to our consumers to
adhere to the highest ethical standards and to promote ethical behavior. Any person whose
behavior is found to violate ethical standards will be disciplined appropriately.
30
Employees may not engage in any conduct that conflicts – or is perceived to conflict – with
the best interest of Magic City Enterprises, Inc.
Employees must disclose any circumstances where the employee or his or her immediate
family member is an employee, consultant, owner, contractor or investor in any entity that (i)
engages in any business or maintains any relationship with Magic City, Inc.; (ii) provides to, or
receives from, Magic City Enterprises, Inc. any consumer referrals; or (iii) competes with
Magic City Enterprises, Inc.
Employees may not, without permission of the CEO, accept, solicit, or offer anything of value
from anyone doing business with Magic City Enterprises, Inc.
Employees are expected to maintain complete, accurate, and contemporaneous records as
required by Magic City Enterprises, Inc. The term “records” includes all documents, both
written and electronic, that relates to the provision of MCE. services or provides support for
the billing of MCE services.
o Records must reflect the actual service provided.
o Any records to be appropriately altered must reflect the date of the alteration,
the name, signature and title of the person altering the document and the
reason for the alteration if not apparent.
o No person shall ever sign the name of another person to any document.
o Signature stamps shall not be used.
o Backdating and predating documents is unacceptable and will lead to
disciplinary action, up to and including termination.
When any person knows or reasonably suspects that the expectations above have not been
met, this must be reported to either the immediate supervisor, the Compliance Officer or the
Chief Executive Officer, so each situation may be appropriately dealt with. The Corporate
Compliance Officer may be reached at (307) 637-8869 ext. 268. Violations may also be
reported to the Manager On Call at (307) 286-2424.
31
MAGIC CITY ENTERPRISES
BOARD MEMBERS
“CODE OF ETHICS”
MCE board members shall recognize that as members of the MCE board they are fulfilling a
position of trust, responsibility, and authority. In honoring the high responsibility which
his/her membership demands, the board member:
1. Shall remember that the first and greatest concern must be the mission of MCE;
2. Shall bring about desired changes through legal and ethical procedures;
3. Shall uphold all laws, by-laws of MCE and mission described by the Articles of
Incorporation, as amended;
4. Shall hold confidential all matters pertaining to MCE issues, which if disclosed,
may needlessly injure individuals or organizations, and shall respect the
confidentiality of information that is privileged under applicable law or executive
session;
5. Shall recognize that decisions must be made by the Board as a whole, make no
personal promise, or take private action which could compromise the Board, and
recognize that authority rests only with the Board in official meetings;
6. Shall endeavor to make policy decision only after full discussion at official Board
meetings;
7. Shall tender all decisions based on the available facts and refuse to surrender
that judgment to individuals or special interest groups;
8. Shall refuse to participate in irregular meetings such as “secret” meetings, which
are not official and in which all members do not have the opportunity to attend;
9. Shall encourage the free expression of opinion by all Board members and seek
systematic communications between the Board, consumers, staff, and of the
community;
10. Shall make certain the Board remains responsive to the community and shall
communicate to the Board members and the President at appropriate times
expressions of public reaction to Board policies and MCE programs;
11. Shall avoid being placed in a position of conflict of interest and refrain from
using the Board position for personal or partisan gain;
32
12. Shall attend all regularly scheduled Board meetings insofar as possible and
become informed concerning the issues to be considered at those meetings;
13. Shall understand and accept that the basic function of the Board is to make
policy and not to administrate, and to learn to discriminate between the two
functions;
14. Shall refer all complaints to the proper administrative office and discuss them at a
regular meeting after failure of administrative solution;
15. Shall refrain from voting on any matter or letting any contracts in which the
Board member or his/her immediate family or business associates stand to gain a pecuniary
benefit;
16. Shall not knowingly make false or malicious statements about MCE employees,
consumers, or parents.
BOARD OF DIRECTOR’S CODE OF ETHICS
Business and Financial Practices & Marketing Activities
1.
Shall conduct regular reviews of financial reports at Board Meetings and secure
annual audits of Magic City Enterprises by external CPA’s.
2.
Shall annually review financial policies of Magic City Enterprises and maintain
and submit current authorized officers, directors, and staff signature cards to the
appropriate financial institutions.
3.
Shall recruit consumers and expand services according to guidelines and policies of
contracting state agencies.
4.
Shall compete with other businesses fairly and positively for contracts.
5.
Shall not convey or repeat information concerning people or organizations,
which is knowingly untrue, inaccurate, defamatory, or exaggerated.
(These Business and Financial Practices & Marketing Activities Code of Ethics are part of and
attached to the Magic City Enterprises Board Members Code of Ethics.
_________________________________________________
Name
Date
33
MAGIC CITY ENTERPRISES
CODE OF ETHICS FOR ALL STAFF MEMBERS
As MCE staff I agree to know and adhere to the mission and values of Magic City Enterprises.
I will be accountable for my actions, provide real choice to our participants and show
compassion for our participants and all with whom I work. I will strive to provide superior
services.
I also agree to adhere to the following:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Focus first on the participant and understand that my role will require
flexibility, creativity and commitment.
Honor the personality, choices, preferences, culture and gifts of the
participants I support.
Protect the health, safety and emotional well being of participants by assisting
them in preventing illness and avoiding unsafe activities. I will work with the
individual and their team to identify areas of risk and create safeguards specific
to these concerns.
Always promote the human rights of all participants and recognize and report
those who may victimize, exploit, abuse, neglect or harm participants.
Protect the privacy and confidentiality of the participants I support at all times
during and following my employment with Magic City Enterprises.
Help the participants I support to understand and express their rights and
responsibilities.
Assist participants in speaking for themselves and represent those who cannot
speak for themselves by advocating for their preferences and best interests.
Respect and recognize cultural context (e.g. religion, sexual orientation,
ethnicity, socio-economic class, etc.) of the participants supported by me while
separating my own personal beliefs and expectations which may influence
participants and their personal preferences. If I am unable to separate my own
beliefs/preferences in a given situation, I will actively remove myself from the
situation.
Recognize the importance of relationships and proactively facilitate
relationships between the participants I support, their family and friends while
providing opportunities and supports that help them to be viewed with respect
and as integral members of the community
Refrain from expressing negative views, harsh judgments, and stereotyping of
people who are close to the participants I support.
Work in partnership with the participant’s team to support him/her in living a
self-directed life while understanding the guardianship of the person I support
and work in partnership with legal representatives to assure that the
individual’s preferences and interests are honored.
Develop relationships that are respectful, based on mutual trust, and that
maintain professional boundaries.
Respect and acknowledge other members of the participant’s team and follow
written plans developed by and for the participant.
34
14.
15.
16.
17.
18.
19.
Never solicit participants who are currently receiving services from another
provider.
Maintain competency in my profession through learning and ongoing
communication with others.
Practice responsible work habits and assume responsibility and accountability
for my decisions and actions.
Recognize the value and importance of modeling positive behaviors to coworkers, participants and the community at large.
Actively seek advice and guidance on ethical issues from others as needed
when making decisions.
Always represent Magic City Enterprises and our participants in a positive,
Conflict of Interest

Employees, and members of the Board of Directors must not allow any outside
financial interest, or competing personal interest to influence their decisions or
actions taken on behalf of Magic City Enterprises, Inc.

Employees, and members of the Board of Directors must avoid any situation where a
conflict of interest exists or might appear between their personal interests and those
of Magic City Enterprises, Inc. The appearance of a conflict of interest may be as
serious as an actual conflict of interest.

Employees shall not engage in placing business with any firm in which there is a family
relationship that may constitute a conflict of interest. Advance disclosure and Board
of Directors’ approval are required in such a situation.
Guidelines for employees:
 It is a conflict of interest for you to personally take for yourself, opportunities that are
discovered through the use of Magic City Enterprises, Inc. property, information or
position with MCE, to use MCE property or information for personal gain; or to
compete with Magic City Enterprises, Inc.

There are many types of situations where potential conflicts may arise. You must
promptly report any actual or potential conflicts of interest to your immediate
supervisor or directly to the Corporate Compliance Officer.
Use of Organization Funds and Resources

Magic City Enterprises, Inc.’s assets are to only be used for the benefit of MCE, Inc.
and the people we serve. Assets include not only funds, equipment, inventory, and
office supplies; but also concepts, business plans and strategies, information about
people served, financial information, computer property rights, and other business
information about MCE.

You may not use Magic City Enterprises, Inc. assets for personal gain or give them to
any other persons or entities, except in the ordinary course of business as part of an
approved transaction. All employees, consultants and vendors are personally
responsible and accountable for the proper expenditure of funds and for the proper
35
use of company property.

All employees must obtain CEO authorization prior to committing or spending Magic
City Enterprises’ funds.

Any improper financial gain to the employee through misconduct involving misuse of
Magic City Enterprises’ or a consumer's property is prohibited, including the outright
theft of property or embezzlement of money.

Medical waste or other hazardous materials shall be disposed of properly.

Employees may not use Magic City Enterprises or a consumer's resources for personal
or improper purposes, or permit others to do so.

Surplus, obsolete or junked property shall be disposed of in accordance with MCE's
procedures. Unauthorized disposal of property is a misuse of assets.
Confidentiality
 During your employment, you may acquire confidential information about Magic City
Enterprises, Inc., its staff, and people we serve that must be handled in strict confidence
and not discussed with outsiders. The protection of confidential business, staff and
consumer information is very important.
 Employees shall not use or reveal any confidential information concerning MCE or use,
for personal gain, confidential information obtained as an employee of MCE
 Employees should be honest and forthright in any representations made to consumers,
vendors, payers, other employees or agents, and the community.
 All reports or other information required to be provided to any federal, state or local
government agency authorized to receive such information, shall be accurate, complete,
and filed on time.
Business Dealings between Magic City Enterprises, Inc. and Employees

Magic City Enterprises, Inc. will not be inappropriately influenced with goods or
services from any business in which you or your immediate family members have a
substantial interest.

Property and resources of Magic City Enterprises, Inc. should only be used for the
benefit of MCE. or the people we serve.
Maintenance of Records

Employees must record and report all agency, consumer and financial information
fully, accurately and honestly.
36

Records include, but are not limited to records of the people we serve, documentation
of services, accounting books or records, financial statements, timesheets or records,
expense reports, vouchers, bills, payroll, claims payment records, correspondence,
and any other method of communication.

Employees must not omit or conceal any relevant information.
Guidelines for employees:

Many of Magic City Enterprises, Inc.’s forms are legal documents used to prove that a
service was provided, to bill for a service to a consumer, to record a job task, or to
record specific happenings. You must document accurately and honestly, and only for
those services that you provided or those events you were involved in.
Falsification of Records

You must not make any false entries in any of Magic City Enterprises, Inc.’s records or
in any public record for any reason.

You may not alter any permanent entries in Magic City Enterprises, Inc.’s records.

You may only approve payments or receipts on behalf of Magic City Enterprises, Inc.
that are described in documents supporting the transaction. “Slush funds” or similar
off-book accounts, where there is no accounting for receipts or expenditures on the
agency books, are strictly prohibited.

You may not create or participate in the creation of any records that are intended to
mislead or to conceal anything that is improper.
Expense Records

You must always charge expenses accurately and to the appropriate cost center or
account, regardless of the financial status of the program, project or contract, or the
budget status of a particular account or line item.
Retention of Records

The retention, disposal or destruction of records of or pertaining to Magic City
Enterprises, Inc. must always comply with legal and regulatory requirements and MCE
policy.

You may not destroy records pertaining to litigation or government investigations or
audit without express written approval of the CEO.
Protection of Confidential Information

Magic City Enterprises, Inc. has developed policies and procedures to assure that the
confidentiality of MCE information and information about the people we serve is
37
protected and released only with the appropriate authorization or for lawful reasons,
in addition to purposes of treatment, payment, and operations.

All employees are required to comply with Jawonio, Inc. policies on Confidentiality
and the Health Insurance Portability & Accountability Act policies as well as HIPAA
Security Compliance Policies.

If you have any questions concerning confidential information or Magic City
Enterprises, Inc.’s policies, contact your immediate supervisor or manager. .
Guidelines for employees and contractors:

You must treat all records and information as confidential.

You may not release confidential information without the proper authorization.
Confidential information includes not only information about the people that we
serve and their families, but also non-public information about Magic City Enterprises,
Inc. that maybe of use to MCE.’s competitors or harmful to MCE. or its customers if
released.

You must protect Magic City Enterprises, Inc.’s information and avoid discussing or
disclosing MCE information, purposefully or inadvertently (through casual
conversation), to any unauthorized person inside or outside MCE. Furthermore, staff
may not share confidential information with anyone, except where required for a
legitimate business purpose.

Magic City Enterprises, Inc. information may not be removed from facility property
without permission from a supervisor or manager with proper authority over the
information. Ask your supervisor if you are not sure whether certain information is
confidential.
Termination of Employment

You may not use any confidential information gained from your employment with
Magic City Enterprises, Inc. for your or another company’s benefit. You may not take
copies of any reports, documents or any other property belonging to MCE when you
leave your employment at MCE.

Upon termination of employment with Magic City Enterprises, Inc., you must return
all MCE property including, but not limited to, copies of documents, notes, and other
records containing confidential information; computer drives; ID badges; keys and
credit cards.

Information Security

You are responsible for properly using information stored and produced by all of
Magic City Enterprises, Inc.’s computer systems.
38

Computers, Internet access, email, or other office communications systems are
intended for business-related purposes only and not for uses that may be disruptive,
offensive, harassing or harmful to others.

Do not share your system user name or password with another person or allow
another to access the computer with your password.

All employees are required to comply with Magic City Enterprises, Inc.’s Information
Technology and Health Insurance Portability and Accountability Act security policies.
If you have any questions concerning information security, contact your immediate
supervisor or manager, the Security Officer or the Privacy Officer.
Fair Dealing

Conducting business with providers, contractors, suppliers, people we serve, and
competitors may pose ethical problems. Employees are expected to deal fairly with
providers, contractors, people we serve, and competitors.

The Code of Ethics and the following guidelines are intended to help you make
appropriate, responsible and correct decisions in these and all matters:
Kickbacks and Rebate

Kickbacks and rebates in cash, credit or other form are prohibited. They are not only
unethical, but in many cases, illegal.
Gifts and Gratuities and Entertainment

You may not solicit money, gifts, gratitude or any other personal benefits or favors of
any kind from providers, contractors, producers, accounts, or people we serve and
their families.

You must not offer or accept entertainment that is not a reasonable addition to a
business relationship but is primarily intended to gain favor or to influence a business
decision.

Occasional non-cash gifts from providers, contractors, producers, accounts, that are
limited to reasonable meal expenditures or entertainment or that are of nominal
value, although not expressly prohibited, are discouraged.

Any gifts from people we serve are prohibited.

Occasional nominal non-cash gifts from families or guardians of persons served are
acceptable but must be disclosed to your immediate supervisor or manager.

You should report any potential conflicts of interest concerning yourself or your family
members to the Corporate Compliance Officer.
Agreements with Contractors and Vendors
39

Magic City Enterprises, Inc. must assure that any agreements with contractors and
vendors clearly and accurately describe the services to be performed or items to be
purchased. Performance standards, and the applicable compensation, if any, must be
reasonable in amount, not be excessive in terms of industry practice and must equal
the value of the services rendered.
Improper Use of Funds or Assets

Use of Magic City Enterprises, Inc.’s funds or assets for any improper purpose is strictly
prohibited. If you are aware of or have reason to believe that funds or assets are
being improperly used, you must report this immediately to your supervisor or the
Compliance Officer.
Federal and State Programs

Magic City Enterprises, Inc. is committed to complying with the laws and regulations
that govern the federal and state programs that it administers. Policies and
procedures, the Compliance Program, and the Code of Ethics are developed to provide
guidance in your day-to-day work. You must abide by the policies and procedures and
the standards set by MCE.
Governmental Investigations

There may be times that Magic City Enterprises, Inc. is asked to cooperate with an
investigation by a federal or state governmental agency, or to respond to a request for
information. A request may be formally addressed to MCE or an individual within the
agency. Employees must report any requests for information or cooperation with an
investigation to the CEO.
Employment Environment

Magic City Enterprises, Inc. is committed to creating a safe and professional workplace
where employees and others are treated with respect. Discrimination against any
person in recruitment, hiring, training, compensation, assignment of work, promotion,
retention, discipline or any other aspect of personnel administration because of race,
sex, age, religion, national origin, color, marital status, disability, religion, political
affiliation, or other protected characteristics. Business integrity, teamwork, trust and
respect are some of MCE.’s most important values.

Unlawful discrimination or harassment of any sort violates these values.

Quality care can only be delivered through the use of qualified, competent staff. MCE
will contribute to an employees’ competence by making available continuing jobrelated education and training (within the limits of its resources).

Applicants and employees shall be afforded equal employment and advancement
opportunities, pursuant to MCE’s policies.
40

Work and safety rules were created to protect us all. Employees are expected to
comply with those rules.

As defined further in its policies, MCE strives to maintain a working environment free
from all forms of harassment or intimidation. By way of example, unwelcome sexual
advances, requests for sexual favors and other verbal or physical conduct of a sexual
nature are serious violations of the standards of conduct and will not be condoned or
permitted.

MCE promotes a drug and alcohol free workplace in accordance with its policies.

MCE will not permit any action of retaliation or reprisal to be taken against an
employee who reports a violation of law, regulation, standard, procedure, or policy.
Guidelines for Employees:

All employees are required to support Magic City Enterprises, Inc.’s commitment to a
safe and professional work environment and to demonstrate appropriate behavior in
the workplace.

All employees are prohibited from joking about another employee’s race, sex, age,
religion, national origin, color, marital status, disability, political affiliation, or other
protected characteristics. All employees must exhibit and promote respect, integrity,
trust, and teamwork in the workplace and must comply with this policy prohibiting
discrimination and harassment in all facets of Magic City Enterprises, Inc.’s work.

Employees are expected to conform to the standards of their respective professions
and exercise sound judgment in the performance of their duties. Any differences of
opinion in professional judgment should be referred to appropriate management
levels for resolution in accordance with standard grievance procedures.

All employees are prohibited from considering someone’s race, color, religion, sex,
national origin, age, disability, or other protected characteristic in making decisions
about hiring, placement, assignment of duties, training, promotion, termination,
compensation, benefits and other work terms.

Sexual harassment is prohibited. Sexual harassment includes any form of unwelcome
sexual advance, request for sexual favors or other verbal or physical conduct of a
sexual or sex-based nature.

You are responsible for understanding MCE’s policy prohibiting discrimination and
sexual harassment. You should consult with any manager or the Organizational
Development Manager you have questions about your right to a workplace free from
unlawful harassment or discrimination or if you have questions about your duty to
avoid discrimination.
41
The Role of the Corporate Compliance Officer
CORPORATE COMPLIANCE OFFICER
The Board of Directors of Magic City Enterprises, Inc. designates Barbara Schutkowski-Fortish,
Quality Assurance Manager as the Corporate Compliance Officer (CCO). The Corporate
Compliance Officer has direct lines of communication to the Chief Executive Officer and the
Board of Directors.
The Corporate Compliance Officer is the "core" of the Corporate Compliance Program.
Questions, complaints, concerns and suggestions are received from numerous sources,
including staff, participants, advocates, stakeholders, and community members. The
Corporate Compliance Committee acts as a resource for information and coordination of
compliance activities, in all programs from the various programs within the organizational
structure. Under the auspices of the Corporate Compliance Officer, this committee receives
and evaluates information regarding all services; they monitor overall process operations to
attain desired outcomes.
The Corporate Compliance Officer is charged with the responsibility of fulfilling the
organization's mission to provide the highest quality, cost effective care.
JOB DUTIES
The Corporate Compliance Officer is directly obligated to serve the best interests of Magic
City Enterprises, Inc., participants and employees. Responsibilities of the Corporate
Compliance Officer include, but are not limited to:
 Overseeing and monitoring the implementation of the compliance program.

Directing Magic City Enterprises, Inc. internal audits established to monitor
effectiveness of compliance standards.

Providing guidance to management, program personnel and individual
departments regarding the compliance program and governmental laws, rules
and regulations.

Updating, periodically, the Compliance Plan as changes occur within Magic City
Enterprises, Inc., and/or in the law and regulations or governmental and third
party payers.

Overseeing efforts to communicate awareness of the existence and contents of
the Compliance Plan.
 Overseeing the coordination, development, and delivery of the educational and
training program.
 Actively seeking up-to-date material and releases regarding regulatory
compliance.
42

Maintaining a reporting system and responding to concerns, complaints and
questions related to the Compliance Plan.
 Acting as a resourceful leader regarding regulatory compliance issues.
 Investigating and acting on issues related to compliance and facilitating the self
disclosure process.
 Coordinating internal investigations and implementing corrective action.
The Structure, Duties and Role of the Compliance Committee
REPORTING STRUCTURE AND PURPOSE
A Corporate Compliance Committee, under the supervision of the Corporate Compliance
Officer, has been appointed by the Chief Executive Officer to administer the program. The
committee should include appropriate organization personnel relative to administrative,
financial and other departments. The committee’s purposes include:

Analyzing specific risk areas and existing policies and procedures that address these
risk areas for possible incorporation into the compliance program;

Working with appropriate departments to develop standards of conduct and policies
and procedures to promote compliance with legal and ethical requirements;

Recommending and monitoring the development of internal systems and controls to
carry out the agency’s standards, policies and procedures;

Developing a system to solicit, evaluate, and respond to complaints and problems;
and

Monitoring internal and external audits for the purpose of identifying potential noncompliant issues, and implementing corrective and preventive action.
Function
The Corporate Compliance Officer reports directly to the Chief Executive Officer and the
Board of Directors. The Corporate Compliance Committee is comprised of representatives
from designated departments and directly reports to their respective supervisors regarding
their general work responsibilities, with the exception of corporate compliance issues. These
issues are under the supervision of the Corporate Compliance Officer.
Specifically, the roles of the Compliance Committee include:

Analyzing the environment where MCE does business, including legal
requirements with which it must comply.
43

Reviewing and assessing existing policies and procedures that address these
risk areas for possible incorporation into the Compliance Plan.

Working with departments to develop standards and policies and procedures
that address specific risk areas and encourage compliance according to legal
and ethical requirements.

Advising and monitoring appropriate services relative to compliance matters.

Developing internal systems and controls to carry out compliance standards
and policies.

Monitoring internal and external audits to identify potential non-compliant
issues.

Implementing corrective and preventive action plans.

Developing a process to solicit, evaluate and respond to complaints and
problems.
Reporting Paths
The Corporate Compliance Officer reports directly to the Chief Executive Officer and the
Board of Directors. The Corporate Compliance Committee is comprised of representatives
from designated departments and directly reports to their respective supervisors regarding
their general work responsibilities, with the exception of corporate compliance issues. These
issues are under the supervision of the Compliance Officer.
Delegation of Substantial Discretionary Authority
REQUIREMENT
Any employee or prospective employee who holds, or intends to hold, a position with
substantial discretionary authority for Magic City Enterprises, Inc. is required to disclose any
name changes, and any involvement in non-compliant activities including health care related
crimes. In addition, Magic City Enterprises, Inc. performs reasonable inquiries into the
background of such applicants, contractors, vendors and Members of the Board of Directors.
The following organizations may be queried with respect to potential employees, contractors,
vendors and Members of the Board of Directors:
a)
General services administration: list of parties excluded from federal programs.
The URL address is http://epls.gov/epls/servlet/EPLSSearchMain/2.
b)
List of Excluded Individuals/Entities (LEIE) (OIG)
http://www.oig.hhs.gov/fraud/ exclusions/exclusions/about.asp
c)
List of Parties Excluded From Federal Procurement and Non-procurement
Programs
44
http://www.epls.gov
d)
Restricted,
Terminated
www.OMIG.state.ny.us
or
d)
Wyoming’s Medicaid exclusion list.
Excluded
Individuals
or
Entities
www.exclusions.oig.hhs.gov
Education and Training
EXPECTATIONS
Education and training are critical elements of the Compliance Plan. Every employee and
agent is expected to be familiar and knowledgeable about Magic City Enterprises, Inc.’s
Compliance Plan and have a solid working knowledge of his or her responsibilities under the
plan. Compliance policies and standards will be communicated to all employees through
required participation in training programs.
TRAINING TOPICS – GENERAL
All employees shall participate in training on the topics identified below:

Government and private payer reimbursement principles;

Government initiatives;

History and background of Corporate Compliance;

General prohibitions on paying or receiving remuneration to induce referrals and
the importance of fair market value;

Prohibition against submitting a claim for services when documentation of the
service does not exist to the extent required;

Prohibitions against signing for the work of another employee;

Prohibitions against alterations to medical records and appropriate methods of
alteration;

Proper documentation of services rendered; and

Duty to report misconduct.
TRAINING TOPICS - TARGETED
In addition to the above, targeted training will be provided to all managers and any other
employees whose job responsibilities include activities related to compliance topics.
45
Managers shall assist the Corporate Compliance Officer in identifying areas that require
specific training.
INTAKE
As part of their intake, each employee and contractor shall receive a written copy of the
Compliance Plan, policies and specific standards of conduct that affect their position.
ATTENDANCE
All education and training relating to the Compliance Plan will be verified by attendance and
a signed acknowledgement of receipt of the Compliance Plan and standards.
Attendance at compliance training sessions is mandatory and is a condition of continued
employment.
Effective Confidential Communication
EXPECTATIONS
Open lines of communication between the Corporate Compliance Officer and every employee
subject to this Plan are essential to the success of our Compliance Program. Every employee
has an obligation to refuse to participate in any wrongful course of action and to report the
actions according to the procedure listed below.
REPORTING PROCEDURE
If an employee witnesses, learns of, or is asked to participate in potential non-compliant
activities, in violation of this Compliance Plan, he or she should contact the Corporate
Compliance Officer, his or her immediate supervisor or the Chief Executive Officer. Reports
may be made in person or by calling (637) 637-8869, ext. 268, mailing information to Barbara
Schutkowski-Fortish, Quality Assurance Manager at Magic City Enterprises, Inc., 1780
Westland Rd., Cheyenne, Wyoming, 82001.
Upon receipt of a question or concern, any supervisor, or manager shall document the issue
at hand and report it to the Corporate Compliance Officer. Any questions or concerns
relating to potential non-compliance by the Corporate Compliance Officer should be reported
immediately to the Chief Executive Officer.
The Corporate Compliance Officer or designee shall record the information necessary to
conduct an appropriate investigation of all complaints. If the employee was seeking
information concerning the Code of Ethics or its application, the Corporate Compliance
Officer or Organizational Development Manager shall record the facts of the call, the nature
of the information sought and responds as appropriate. Magic City Enterprises, Inc. shall, as
46
much as is possible, protect the anonymity of the employee who reports any complaint or
question.
PROTECTIONS
The identity of reporters will be safeguarded to the fullest extent possible and will be
protected against retribution. Report of any suspected violation of this Plan by following the
above shall not result in any retribution. Any threat of reprisal against a person who acts in
good faith pursuant to his or her responsibilities under the Plan is acting against Magic City
Enterprises, Inc.’s compliance policy. Discipline, up to and including termination of
employment will result if such reprisal is proven.
GUIDANCE
Any employee and agent may seek guidance with respect to the Compliance Plan or Code of
Ethics at any time by following the reporting mechanisms outlined above.
Enforcement of Compliance Standards
BACKGROUND INVESTIGATIONS
For all employees who have authority to make decisions that may involve compliance issues,
Magic City Enterprises, Inc. will conduct a reasonable and prudent background investigation,
including a reference check, as part of every employment application.
DISCIPLINARY ACTION - GENERAL
Employees who fail to comply with Magic City Enterprises, Inc.’s compliance policy and
standards, or who have engaged in conduct that has the potential of impairing MCE.’s status
as a reliable, honest, and trustworthy service provider will be subject to disciplinary action,
up to and including termination. Any discipline will be appropriately documented in the
employee’s personnel file, along with a written statement of reason(s) for imposing such
discipline. The Corporate Compliance Officer shall maintain a record of all disciplinary actions
involving the Compliance Plan and report at least annually to the Board of Directors regarding
such actions.
PERFORMANCE EVALUATION - SUPERVISORY
Magic City Enterprises Compliance Program requires that the promotion of, and adherence
to, the elements of the Compliance Program be a factor in evaluating the performance of
MCE employees. They will be periodically trained in new compliance policies and procedures.
In addition, all managers and supervisors will:
47
a. Discuss with all supervised employees the compliance policies and legal requirements
applicable to their function.
b. Inform all supervised personnel that strict compliance with these policies and
requirements is a condition of employment.
c. Disclose to all supervised personnel that MCE will take disciplinary action up to and
including termination or revocation of privileges for violation of these policies and
requirements.
DISCIPLINARY ACTION - SUPERVISORY
Supervisory personnel may receive disciplinary action for failure to adequately instruct their
subordinates, or for failing to detect noncompliance with applicable policies and legal
requirements, where reasonable diligence on the part of the supervisor would have led to the
earlier discovery of any problems or violations and would have provided MCE with the
opportunity to correct them.
Auditing and Monitoring of Compliance Activities
INTERNAL AUDITS
Ongoing evaluation is critical in detecting non-compliance and will help ensure the success of
Magic City Enterprises, Inc.’s Compliance Program. An ongoing auditing and monitoring
system, implemented by the Corporate Compliance Officer, in consultation with the
Compliance Committee, is an integral component of our auditing and monitoring systems.
This ongoing evaluation shall include the following:

Compliance audits of compliance policies and standards; and

Review of documentation and billing relating to claims made to federal, state, and
private payers for reimbursement, performed internally or by an external
consultant as determined by the Corporate Compliance Officer and Compliance
Committee.
The audits and reviews examine MCE’s compliance with specific rules and policies through
on-site visits, personnel interviews, general questionnaires (submitted to employees), and
participant record
The Corporate Compliance Committee reviews auditing, assessment, and monitoring
activities designed to detect and prevent ethical or legal violations. The Corporate
Compliance Officer conducts assessments (audits) that help to ensure that MCE's practices
are evaluated for consistency in application of policies and procedures and the
implementation of appropriate corrective action(s) have been taken. Each audit, assessment
or monitoring process is designed and implemented to program needs and provides for a
complete representation of the integrity of procedures across agency and program
regulations.
48
The Corporate Compliance Officer and the Corporate Compliance Committee will recommend
and facilitate auditing and monitoring of the identified risk areas related to compliance with
laws and regulations, as well as MCE policies, procedures, and standards of conduct. (Risk
areas may be identified through the regular course of business, external alerts, or internal
reporting channels).
The audits and reviews conducted by management will examine Magic City Enterprises, Inc.’s
compliance with specific rules and policies through on-site visits, personnel interviews,
general questionnaires (submitted to employees), clinical record reviews to support claims
for reimbursement, and documentation reviews.
Potential risks are assessed by the Compliance Committee, based on information received
through seminars and training sessions, the agency’s independent auditors, and member
(trade) organizations relative to current audit activities both nationally and statewide.
The Program Director will conduct and/or oversee compliance reviews with guidance and
assistance from the Corporate Compliance Officer. A randomly selected number of consumer
records are reviewed to ensure compliance with regulations relative to documentation and
reimbursement. The Corporate Compliance Officer will determine the sample size and
sample criteria prior to each audit. All review tools will be standardized for each program
and approved by the Corporate Compliance Officer.
Department managers will address any weaknesses identified by the audit process. The
Program Director will validate any corrective measures through review and when audit
results reveal areas needing additional information or education of employees and/or
providers, the Corporate Compliance Officer will determine whether these areas should be
incorporated into the training and education program.
The compliance audit, in some cases, may generate a repayment with an appropriate
explanation to the payer.
PLAN INTEGRITY
Additional steps to ensure the integrity of the Compliance Plan will include:

Annual review of all records of communications and reports by all employees or
contractors kept in accordance with this Plan.

The Corporate Compliance Officer will be notified immediately in the event of any
visits, audits, investigations or surveys by any federal or state agency or authority,
and shall immediately receive a photocopy of any correspondence from any
regulatory agency charged with licensing/certifying Magic City Enterprises, Inc.
and/or administering a federally or state-funded program.
 Establishment of a process detailing ongoing notification by the Corporate
Compliance Officer to all appropriate personnel of any changes in laws, regulations
or policies as well as appropriate training to assure continuous compliance.
49
Detection and Response
VIOLATION DETECTION
The Corporate Compliance Officer, Chief Executive Officer and the Compliance Committee
shall determine whether there is any basis to suspect that a violation of the Compliance Plan
has occurred.
If advice is sought from a governmental agency, the request, and any written or oral
response, shall be fully documented.
REPORTING
Magic City Enterprises, Inc.’s Mandatory Reporting Policy
Any employee who suspects that another employee (including a supervisory or managerial
employee) has violated the Code of Ethics, Compliance Guidelines, policies, procedures, or
any applicable state or federal law, should immediately report his/her suspicion to the
Corporate Compliance Officer, the Quality Assurance Manager, the department manager, or
the employee's direct supervisor. All reports of suspected violations will be treated
confidentially.
Magic City Enterprises, Inc. will promptly and thoroughly investigate any suspected violation
in as confidential manner as possible, and take appropriate disciplinary action if warranted.
No employee who reports a suspected violation of the Code of Ethics, Compliance Guidelines
or who participates in an investigation of an alleged violation will suffer any retaliation or
reprisal for such report or participation.
It is important to the integrity of our operation that all claims of suspected violations be
thoroughly reviewed and investigated so that appropriate action can be taken as necessary.
At the conclusion of an investigation, the investigator shall issue a report to the Corporate
Compliance Officer, Chief Executive Officer, and Compliance Committee summarizing his or
her findings, conclusions and recommendations and will render an opinion as to whether a
violation of the law has occurred.
The Corporate Compliance Officer shall report to the Compliance Committee regarding each
investigation conducted.
RECTIFICATION
Overpayments/Errors
If Magic City Enterprises, Inc. identifies that an overpayment was received from any third
party payer, It is the policy of Magic City Enterprises Inc. to ensure compliance with all
disclosure requirements set forth by federal or state regulatory agencies that have oversight
50
of Magic City Enterprise, Inc. programs. Magic City Enterprises, Inc. is committed to disclosing
inappropriate payments as early in the discovery process as possible. When deciding whether
to disclose, Magic City Enterprises, Inc. shall consider the precise issue, the amount involved
any patterns or trends that the problem may demonstrate, the period of noncompliance, and
the circumstances that led to the noncompliance. Generally, issues that are identified as
appropriate for disclosure include but are not limited to (1) substantial routine errors, (2)
systematic errors, (3) patterns of errors, and (4) potential violations of fraud and abuse laws.
Magic City Enterprises, Inc. shall conduct an investigation to distinguish between “patterns of
errors” that should be disclosed and “simple, more routine occurrences of overpayment.”
When a situation has been deemed to warrant disclosure, such disclosure and repayment
shall be made to the government agency that has oversight of the program where the
situation has occurred (Division of Medicaid, Division of Behavioral Health, Department of
Health, Division of Vocational Rehabilitation, Department of Workforce Services, etc.). The
repayment of simple, more routine occurrences of overpayment shall be handled through
typical methods of resolution, which may include voiding or adjusting the amounts of claims.
Systems shall also be put in place to prevent such overpayments in the future.
Response & Prevention
After an offense has been detected, the organization will take all reasonable steps to respond
appropriately to the offense and to prevent further similar offenses – including any necessary
modifications to its programs to prevent and detect violations of the law.
In addition, we seek to:
1. Maintain and enhance quality of care;
2. Demonstrate sincere, ongoing efforts to comply with all applicable laws;
3. Revise and clarify policies and procedures to enhance compliance;
4. Enhance communications with governmental entities with respect to compliance activities;
5. Empower all responsible parties to prevent, detect, respond to, report and resolve conduct
that does not conform to applicable laws, regulations.
6. Establish mechanisms for employees to raise questions and concerns about compliance
issues and ensure those concerns are appropriately addressed.
RECORD KEEPING
Regardless of whether a report is made to a governmental agency, the Corporate Compliance
Officer shall maintain a record of the investigation, including copies of all pertinent
documentation. This record will be considered confidential and privileged and will not be
released without the approval of the Chief Executive Officer or Board of Directors.
51
MAGIC CITY ENTERPRISES, INC.
ACCESSIBILITY PLAN
2013- 2014 (Status Report)
Architectural Goals
1. Contact SWRS to get approval/funding to modify the fire door on the north side of
HUB to make it wheelchair accessible. 4/14 Administration: Completed November,
2013
2. Obtain funding for and install an automatic door opener on the east inside door of
1780. 4/14 Administration and maintenance: Completed October, 2013
3. Assess how to make the bathrooms in all MCE Facilities wheelchair accessible. 4/14
Maintenance: Not Completed
4. Renovate the main bathroom at Hamilton to make it wheelchair accessible. 6/14
Maintenance: Drop
5. Install door bell/buzzer on the entrance doors of 1710 and 1720. 4/14 Maintenance:
Not Done
6. Install automatic door openers at the Deming Building. 4/14 Maintenance: Drop
7. Write a letter to the Mayor’s Council on the Handicapped identifying and requesting
correction of accessibility issues identified in the Accessibility Survey, specifically
sidewalks near the hospital are not wide enough for wheelchairs, need audible signals
at stop lights, need more handicap parking spaces in the community, need for
expanded transit services and noting that some businesses and public areas are not
wheelchair accessible. 4/14 Administration: Continue
8. Assess doors in all buildings used by participants, employees and visitors who use
wheelchairs to assure accessibility of thresholds. 4/14 Maintenance: Not Completed
9. Write a letter to Terry Bison Ranch requesting that they assess the doorway by the
handicapped bathroom for safety and accessibility. 4/14 Administration: Continue
Environmental Goals
1. Assess possible solutions to draft down the hallway at HUB caused by the vestibule.
4/14 Maintenance: Drop
2. Implement recommendations from the Safety Committee to assure ice does not build
up on the parking lot. 4/14 Maintenance: Continue
3. Investigate options for constructing shade areas at Ridge, South 4 th, Cleveland and
Wills. 4/14 Maintenance, Residential Habilitation Program: Continue
52
4. Install fans in restrooms at 1750 Westland. 4/14 Maintenance: Completed November,
2013
5. Add shade to the patio at 1750 Westland. 4/14 Administration, Maintenance: Not
Done
6. Assess parking lots at the Westland Complex and the needs of employees and visitors
to assure that adequate handicapped parking spaces are assigned and available. 4/14
Administration, Maintenance: Completed January, 2014
Communication Goals
1. Develop staff position or agreement to provide ongoing sign language training for
employees. 4/14 Administration, Training: Drop
2. Investigate the use of an overhead communication system for the Westland Complex.
4/14 Administration: Continue
3. Expand staff training opportunities to include understanding the cognitive processes
of persons with developmental disabilities. 4/14 Training: Continue
4. Purchase large print telephone books and make them available for participants. 4/14
Administration: Drop-get online
Financial Goals
1. Continue advocacy for adequate funding to provide services to participants. 4/14
Board of Directors, Administration, Management: Continue
2. Develop a system for participants to access MCE activity funds. 4/14 Accounting, Day
Services Program, Residential Program, Supported Living: Continue
3. Send a formal communication to Wyoming’s Congressional contingent regarding
Social Security disincentives to employment, including resource limits. 4/14
Administration: Completed December, 2013
4. Implement a debit card system for participants in the representative payee program.
4/14 Accounting: Completed November, 2013
Employment Goals
1. Assure appropriate job match for participants when developing employment/jobs.
4/14 Community Employment: Completed April, 2014
2. Continue to educate employers and the public regarding the employment value of
participants. 4/14 Board of Directors, Administration, Community Employment,
managers: Continue
53
Transportation Goals
1. Continue training participants to use public transit. 4/14 Day Services Program,
Residential Program, Supported Living: Completed March, 2014
2. Continue to work with the Cheyenne Transit Program to advocate for additional
routes in order to reduce wait and ride times. 4/14 Administration, Day Services:
Continue
Attitudinal Goals
1. Continue public awareness of the contributions and abilities of persons with
developmental disabilities. 4/14 Board of Directors, Administration, managers:
Complete-Continue
2. Increase the opportunities for staff training on participant choice. 4/14 Training, Day
Services Program, Residential Program, Supported Living: Continue
Integration Goals
1. Develop additional opportunities for participants to be a part of community
sponsored activities. 4/14 Day Services Program, Residential Program, Supported
Living: Continue
2. Access alternative ways to meet staff ratios to allow for dispersed community
activities. 4/14 Day Services Program, Residential Program, Supported Living:
Completed April, 2014
54
MAGIC CITY ENTERPRISES, INC.
ACCESSIBILITY PLAN
2014 - 2015
Architectural barriers in service area and community:
1. Contact SWRS for approval/funding to modify fire door on N. side of Hub for
wheelchair accessibility. Administration 5/2015
2. Add concrete pad for a turnaround or move nursing to more accessible office 1710
Westland. Maintenance 5/2015
3. Assess all MCE bathrooms to make them accessible. Install auto doors if participants
are to continue to receive services in 1710 and 1720. Administration/Maintenance.
5/15
4. Write a letter to the Mayors council for People with Disabilities identifying and
requested correction of accessibility issues identified in the Accessibility Survey.
Handicapped parking, audible traffic signals, extended transit hours and noting
businesses that are not wheelchair accessible. Laura and Barbara 12/14
5. Write a letter to Terry Bison Ranch asking they assess the doorway by the
handicapped bathroom in their establishment. Administration 1/15
6. Assess Repairs of concrete in the patio area 1750. Administration, Maintenance
11/14
7. Assess all doors and thresholds to assure accessibility of wheelchairs in MCE buildings.
Maintenance continue 1/15
8. Restripe parking lot for additional and wider parking. Administration/ Maintenance
5/15
9. Close the door off to the hall way from O.T. room so not to block hall, use as a fire exit
only. Administration, O.T. 7/14
Environmental Barriers:
1. Obtain funds to purchase more chairs for the areas. Administration/ Fundraiser
12/14
2. Trade out the tables and try a different set up for the lunch and main area to
accommodate wheelchairs in 1720. Sup. Employment 7/14
55
3. Investigate options for a shaded area in Patio area at 1750 Westland, Ridge, S.4 th,
Cleveland and Wills. Maintenance, Residential and Day Program continue 4/15
Communication Goals:
1. Investigate the use of overhead communication system for the Westland Complex.
Administration 1/15
2. Expand staff training to include expanding the cognitive processes of persons with
developmental disabilities and uses of adaptive equipment specific to participant.
Adaptive Equipment Specialist, Training program 12/14
3. Have information for all staff to training on all participants’ mode of communication.
Program area supervisors 10/14
Financial Goals
1. Identify those participants that do not have resources to purchase necessities for
themselves Family members, Supervisors, Case managers, Accounting 4/15
2. Advocacy for adequate funding to provide services to participants. Board of Directors,
Administration and Management 1/15
3. Encourage involvement of Legislation, organizations and communities through
awareness events. Board of Directors, Administration, Management 4/15
4. Develop a system for participants to access MCE activity funds. Accounting, Managers
1/15
5. Send a formal communication to Wyoming’s Congressional leaders regarding Social
Security disincentives to employment including resource limits. Administration 4/15
6. Continue being active in voting and educating the families and public how the waiver
cuts affects services. Board of Directors, Administration, Management 4/15
Employment Goals:
1. Bringing more awareness to local employers the abilities people have to offer the
workforce through Customized employment. Employment Coordinator 4/15
2. Concerns of Waiver funding can Education to the public, voting for members who back
persons with disabilities will help with. Administration 4/15
3. Continue to educate employers and the public regarding the employment value of
participants. Board of Directors, Administration, Community Employment and
Managers 4/15
56
Transportation Goals:
1. Contact City Transit about routes, stops and extending hours and holiday service.
Administration/Day and Supported Living Services 1/15
2. Assure there are seatbelt extensions available to staff and participants that need
them. Mechanic/ DCP Staff 9/14
3. Arrange for gravel or de-icier to be put on parking lots in the winter.
Maintenance /Staff 10/14
4. Provide travel training on the use of City Transit, Taxi Cabs, family, friends and co
workers. Continue Sup Employment, Residential, Sup. Living, Day Services 1/15
Attitudinal Goals
1. Educate the public on people with disabilities. Board of Directors, Administration,
Managers, 4/15
2. Voting for members who advocate for people with disabilities, supporting local
advocate groups spread the word to your friends, neighbors and communities how
important voting is. Administration, managers, supervisors, all participants. 4/15
3. Educating the public to be aware of persons with disabilities, role model while in the
community. All MCE staff and participants 4/15
4. Change political attitudes through education, awareness, staff meetings and events
such as the Disabilities awareness walk. Managers, Administration 4/15
5. Proactive approach to Medicaid and its benefits to our population through
community awareness and education, understanding legislation and bills.
Administration, Managers 4/15
6. Offer training on offering choices to participants. Training Department, Supported
Living, Residential and Day services. 1/15
Goals for consumers receiving services:
1. Training to Staff to advocate for the participants and report to supervisors. Training,
Day, Residential, Contracts and Supported Living 1/15
2. Use of communication notebooks, signs on training staff to communicate with non
verbal consumers. Training Department, Day Services, Residential, and Sup. Living
1/15
57
3. Address transportation needs in each department area. All program area Managers ,
supervisors , 1/15
4. Offer information and education on Services provided at MCE to families and
community. Administration, Auxiliary, Public announcements. 1/15
Ask consumers if they feel there are barriers and describe:
1. Assess extending ramp at Ridge, this is on the needs list, continue – Maintenance
4/15
2. Assess the ECO area to set up a turnaround for unloading product. Maintenance,
Contracts, Administration 1/15
Technology Needs:
1. Install a computer in the 3 day service areas for participants to learn computer skills.
Aaron 1/15
2. Replace laptop in day services. Tech Aaron 1/15
Integration Goals:
1. Develop opportunities for participants to access attractions not available in our
community, such as a zoo, water parks and museums. Administration, Residential
and Day Managers 4/15
58
MCE
Program Goals and Needs
2014
COMMUNITY EMPLOYMENT
1. Expand Contracts 4/2014: Continue
2. Have two additional individuals self employed 7/2013: Continue
3. Increase the number of individual community job placements by 6 3/2014:
Completed
AREA NEEDS
1.
2.
3.
4.
5.
Accessible restrooms at 1704
Painting at 1704
Better chairs for workers on Zotz contract
Man gate at 1704
New carpeting at 1704
RESIDENTIAL
1. Develop an in home and participant training system for new staff and refreshers for
Residential staff 10/2013: July 2013
2. Transition Greenview to a more independent staff support model 3/2014: Continue
3. Develop a plan to react to waiver changes 1/2014: Continue-have plan
AREA NEEDS
1.
2.
3.
4.
5.
6.
7.
Covered patio at the Ridge home
Improve ramp off the patio at the Ridge home
Updated kitchen cabinets and counter tops at Hamilton and Sycamore homes
Shaun downstairs bathroom needs to be remodeled
Hamilton bathroom floor needs remodeled
Shade structure for patio at South Fourth, Wills, and Cleveland homes
Independence home needs new windows
OCCUPATIONAL THERAPY
1. Develop a benchmark based handbook for MCE staff and participants by 1/2014
2. Design and obtain a wooden memorial plaque for MCE family members who have
Passed away 9/2013
3. Becoming a Medicaid provider 1/2013: Not Achievable
4. Daily THERAP billing 8/2013: July 2013
59
DAY HAB
1. Develop a consistent volunteer program 12/2013: November 2013
2. Implement and refine three focused areas of day services 12/2013: September 2013
3. Re-design transportation to improve efficiency 10/2013: Continuing October 2013
AREA NEEDS
1.
2.
3.
4.
5.
6.
New tables and chairs
New bathroom floors
New carpet
Men’s bathroom remodeled
Better ventilation system for day service bathrooms
Picnic tables for outdoor area
SUPPORTED LIVING
1.
Develop an informational slide show for MCE Supported Living services 10/2013:
Done-Continue based on training
2. Develop a contingency plan to serve participants in Support Living on short
notice 12/2013: Continue
AREA NEEDS
1. Improved copier
2. Sinks in bathroom
ACCOUNTING
1.
2.
3.
4.
5.
Develop efficient money request system 11/2013: Done
Implement debit cards for MCE payee recipients 6/2013: Done
Certify employees in certain areas of expertise 12/2013: Drop
Alternative personnel in Accounting trained in financials 3/2014: Continue
Expand THERAP utilization to include Case Management, Psychology,
and Occupational Therapy 10/2013: Done
6. Implement electronic billing and accounts receivable via direct
Deposit 3/2014: Continue
AREA NEEDS
None
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CONTRACTING
GSA
1. Additional training for participants on floor machines 4/2014: November 2103
2. Train more participants on tractor 12/2013: November 2013
3. Training more participants on waxing post office floor 4/2014: December 2103
AREA NEEDS
1. Buffer/scrubber
2. Six janitorial Rubbermaid carts
ECO
1. Expand PR for recycling 4/2014: Continue
2. Implement E-Waste program 8/2014: Continue
AREA NEEDS
1.
2.
3.
4.
5.
6.
New forklift
Additional outside covered storage for cardboard
North side awnings enclosed
Security system for E-recycling
Bailer for E-recycling
Calibrated scale
COMMISSARY
1. Train a participant to perform order writing duties 10/2013: October 2013
2. Train a participant to clean the meat room 3/2014: November 2013
AREA NEEDS
1. Reacher and Picker
LOWE’S
1. Maintain and expand the Lowe’s contract 5/2013: June 2103
2. Develop a program for participants to work independently 3/2014: Drop
AREA NEEDS
None
61
ZOTZ AND LICENSE PLATES
AREA NEEDS
1. New chairs
MAINTENANCE
AREA NEEDS
None
STAFF DEVELOPMENT
1. Expand technology in human resources 3/2014: Continue
AREA NEEDS
None
STAFF TRAINING
1. Develop the 10 minute videos for training 3/2014: Continue
AREA NEEDS
1. Updated training materials
2. New computers for staff training
3. Printer
NURSING
1. Complete daily billing through THERAP 8/2013: August 2013
2. Develop internal procedures specific to the Health Care Services office 10/2013: Drop
3. Develop consistent system for utilization of nursing units 10/2013: Continue
AREA NEEDS
1. Sick room
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PSYCH
1. Complete daily billing through THERAP 9/2013: Completed
AREA NEEDS
1. None
CASE MANAGEMENT
1. Transition to a conflict free Case Management system that minimizes negative
impact to employees and participants 1/2014: Continue
2. Monthly THERAP billing 9/2013: September 2013
AREA NEEDS
1. None
ADMINISTRATION & SUPPORT SERVICES
AREA NEEDS
1. New projector
2. New camera for presentation
3. New carpet and paint at 1780 Westland
63
2014 MCE Organizational Goals
1. Implementation of an Employee Retention Plan identifying with the younger generation of
Employees March 2014: Completed July 2013
2. Make MCE services information available to other communities for participants looking
to live in Cheyenne October 2014: Continue
3. Implement Employee Wellness Program January 2014: June 2013
4. Continue efforts to secure funding for integrated child cares services January 2014:
Continue
5. Develop a succession plan for the MCE Board and upper management: Continue
6. Research and attain one more government or private industry contract: Continue
7. Develop a business or franchise operated by participants April 2015, Continue
8. Work with inter-corps board to purchase or build a CoApt April 2014: Drop
9. Develop a comprehensive safety program with a purpose of reducing workers’ Comp
costs/claims March 2014: Continue
10. Adapt our business model to successfully utilize changed waiver funding April 2014:
Continue
11. IPC’s available to read online October 2013: Completed
64
65
Magic City Enterprises, Inc. (MCE) was established by the Cheyenne Kiwanis Foundation in 1971
with the mission of providing opportunities for people with developmental disabilities. Remaining
true to this mission for over 40 years, MCE has developed a diverse set of services to meet the needs
of adults and children with developmental disabilities in Cheyenne and the surrounding areas. The
following is MCE’s 2012-2013 outcomes for goals set to improve the quality of services, provide
data for evidence based management decisions, and to present a report card to MCE’s stakeholders.
MCE Demographics
Currently in MCE Admissions, 12 individuals are waiting for funding from
the DDD Home and Community-based Waiver. 10 reside in the
Cheyenne area.
disability type on waiting list
mild id
downs syndrome
moderate id
pervasive
developmental
disorder
Characteristics of Participants on wait list at Magic City Enterprises, July 2012June 2013
Currently on the waiting list there are twelve people waiting to be served. Among these individuals are seven
males and five females. There is one Hispanic individual and 11 Caucasians. Ages range from seven
individuals between the ages of 20-29; two individuals between the ages of 10-19; and two individuals
between the ages of 40-49. With the hopes of a funded waiting list MCE will be looking to attracting newly
funded people the their diverse programming.
66
Characteristics of Participants at Magic City Enterprises, July 2012-June 2013
During the months of July 2012 through June 2013, MCE served 217 different participants, some of
whom received multiple services from MCE. This number differs from the number served at any
given time, as it is a cumulative figure for the year. This year’s total number of participants served
increased by 4 individuals from last year. There were 162 total Home and Community-based
participants. 55 participants who were served by MCE did not receive Waiver funding. These
participants were funded by the Department of Vocational Rehabilitation (DVR), private pay, or
direct Medicaid/Medicare funding for MCE services provided.
Between the months of July 2012 through June 2013, of the 217
participants served, 138 were male and 79 were female.
Between the months of July 2012 through June 2013, participants
ranged in age from child to senior. MCE served 2 participants
under the age of 10 years old; 3 participants between 10 and 19
years of age; 46 participants between the ages of 20-29 years of age;
42 participants between the ages of 30-39; 58 participants between the ages of 40-49; 48 participants
between the ages of 50-59 and 18 participants served who are 60 years of age and older.
Age of Participants
Under 10 years old
10-19 years old
40-49 years old
50-59 years old
20-29 years old
over 60 years old
1% 2%
8%
21%
22%
19%
27%
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30-39 years old
MCE served in the months of July 2012 through June 2013, 176 Caucasian participants, 11 AfricanAmerican participants; 2 Asian participants, 28 Hispanic participants and 0 Native American
participants.
Ethnicity of Participants
Caucasian
Hispanic
African-American
Native American
Asian
1%
5%
13%
81%
MCE served in the months of July 2012 through June 2013 MCE met the needs of many individuals
with a variety of disabilities. Although many people served had multiple disabilities, a measurement
of the primary diagnosis is documented as 13 individuals with severe ID; 39 with moderate ID; 116
with mild ID; 32 with mental illness; 9 with autism; 5 with Asperger’s Syndrome; 1 with acquired
brain injuries; and 2 with physical disabilities.
type of disability
type of disability
116
39
32
13
severe ID moderate
ID
9
mild ID
mental
illness
autism
68
5
1
Asperger's acquired
brain
injury
2
physical
disability
Data Analysis
Data is gathered by MCE based on four domains in each department. Effectiveness asks the
question, “How effective was MCE’s programming this past year for the participants served?” Also
important to measure is the Efficiency of MCE’s departments whether providing employment or
residential services. Departments working within provided resources is crucial for stability. Another
important inquiry is, “What is MCE’s capacity, and how well does the agency provide access to
those participants desiring services?” Lastly, Satisfaction is measured to improve the quality of
services based on feedback from participants and their families.
Effectiveness
Each program area measured one effectiveness goal. Results are as follows:
Eco-Recycling:
Goal: To increase participant knowledge of daily tasks by 5%.
Result: Goal was met. There was a participant increase from 90% to 100%.
GSA:
Goal: Improve skills using machine by 5%
Result: Goal was not met. There was a participant decrease from 93% to 90%.
Supported Living:
Goal: Improve completion of IPC objectives by.25% from prior plan year.
Result: Goal was met. IPC objectives overall average improved by 57.20%.
Residential
Goal: To have at least one healthy meal choice 90% of the time
Result: Goal was met. The goal was achieved 91% of the time.
Day Hab
Goal: To have three volunteer sites for 3 months.
Result: Goal was met. There were six volunteer sites for 3 months.
Community Employment
Goal: The goal was to have 55% of the participants earn $7.75 an hour or above.
Result: Goal was met. There were 64% participants who earned $7.75 or more an hour.
69
Efficiency
Each program area measured one efficiency goal. Results are as follows:
Eco-Recycling:
Goal: To increase awareness of equipment by 5%.
Result: Goal was met. There was a 10% increase in equipment awareness.
GSA:
Goal: Increase understanding of cleaning products by 10%.
Result: Goal was not met. The participant understanding was maintained remained at 85%.
Supported Living:
Goal: To achieve 95% utilization.
Result: Goal was met. Utilization achievement rate was 100.32%.
Residential
Goal: Not to average more than 100 hours of overtime per month.
Result: Goal was not met. The monthly average overtime was 381.6 hours.
Day Hab
Goal: To reach 80% of Utilization rate.
Result: Goal was met. Utilization achievement average rate was 83%.
Community Employment
Goal: The goal was to minimize the time in average time in job development to 5 months.
Result: Goal was not met. The average time in job development was 6 months.
70
Access
Each program area measured one access goal. Results are as follows:
Eco-Recycling:
Goal: To increase interaction between participants and customers by 5%.
Result: Goal not was met. There was a decrease from 95% to 90%.
GSA:
Goal: Decrease the number of deficiencies per month
by ½.
Result: Goal was not met. The number of deficiencies
per month went from 3 to 5.
Supported Living:
Goal: To have 90% of the participants receive
training on accessing community.
Result: Goal not met. Training was given 6 to 12 months of the year to 100 % of the
participants. Note: The training schedule/program was re-tooled to meet the participants
needs thus the reason for the original goal not being met.
Residential
Goal: To be able provide service availability within 14 days of request.
Result: Goal was met. There was a 100% success rate for each service request.
Day Hab
Goal: To follow community interaction schedule 100% of the time for 8 ½ months.
Result: Goal was met. The community interaction schedule was for 9 ½ months.
Community Employment
Goal: To have active employment status with three months of referral.
Result: Goal was met. There was 100% success rate.
.
71
Satisfaction
Each program area measured one Satisfaction goal.
Results are as follows:
Eco-Recycling:
Participant satisfaction is 100% (2/2)
GSA:
There was no data given for this segment.
Supported Living:
Participant satisfaction is 100% (8/8)
Residential
Each year MCE is met with the
many oversight agency
requirements, budget restraints
and changing needs of the
participants served. With
consideration of these
challenges, Magic City
Enterprises will continue to set
goals to improve the quality of
services through outcomes data
collected.
Participant satisfaction is 88% (15/17)
Day Hab
Participant satisfaction is 90% (18/20)
Community Employment
Participant satisfaction is 88% (14/16)
NOTE: Satisfaction Percentage average from 2012 to 2013
remained the same at 93%.
72
TERMINOLOGY KEY
In the order they appear in the Goal Plan document
MCE………………………………Magic City Enterprises
Therap…………………………An online documentation and communication software system
DDD……………………………Wyoming Behavioral Health Division, Developmental Disabilities Programs
CARF……………………………An international accreditation organization
NISH……………………………National Industries for the Severely Handicapped, now Source America
FY…………………………………Fiscal Year
ADP………………………………Automated Data Processing, a payroll processing service
DD……………………………….Developmental Disabilities
E-Recycling……………………Electronics Recycling
CEO………………………………Chief Executive Officer
HUD……………………………..U.S. Department of Housing and Urban Development
TBI………………………………..Traumatic Brain Injury
Day Hab………………………..Day Habilitation
IBAs……………………………….Individual Budget Amounts
Fed…………………………………Federal
CMS………………………………..U. S. Center for Medicaid and Medicare Services
PT……………………………………Physical Therapy
OT…………………………………..Occupational Therapy
ST……………………………………Speech Therapy
DFS………………………………….Wyoming Department of Family Services
IPC…………………………………..Individual Plan of Care
PR……………………………………Public Relations
AFB………………………………….F.E. Warren Air Force Base
LCCC……………………………….Laramie County Community College
E-Waste………………………….Electronics Waste
73
Mega Conference……………An annual conference on developmental disability issues
School District #1……………Laramie County School District #1
ABI…………………………………Acquired Brain Injury
Vets……………………………….Veterans
DVR………………………………..Wyoming Division of Vocational Rehabilitation
XJWC………………………………Ex Junior Women’s Club
Sr……………………………………Senior
IT……………………………………Internet Technology
HIPAA…………………………….Health Insurance Portability and Accountability Act
WIND……………………………..Wyoming Institute on Disabilities
MHP……………………………….McGee, Hearne and Paiz, L.L.C.
PRN…………………………………As needed
CPAs………………………………..Certified Public Accountants
SWRS……………………………….A corporation which supports Magic City Enterprises
HUB…………………………………Day services area
Sup. Living………………………Supported Living
1704……………………………….1704 Westland Dr.
Zotz…………………………………A company that contracts with MCE to perform packaging services
Inter-Corps……………………..Various corporations that are related to and support Magic City Enterprises
CoApt……………………………..Cooperative Apartments for participants of Magic City Enterprises
Worker’s Comp……………….Worker’s Compensation
ID……………………………………Intellectual Disability
GSA…………………………………U. S. Government Services Administration
74