Collaboration Charter 

Intersections 

Coming Together at the Crossroads to Better 
Serve Sexual Assault Survivors with Disabilities 

 

 

 

 

 

 

 


INTERSECTIONS: Coming Together at the Crossroads Between Disabilities and Sexual Assault to Better Serve Sexual Assault Survivors 
with Disabilities is being supported by grant no. 2009-FW-AX-K006 “Education, Training and Enhanced Services to End Violence 
Against and Abuse of Women with Disabilities Grant Program” awarded by the Office on Violence Against Women, U.S. Department 
of Justice. 

 


TABLE OF CONTENTS 

Table of Contents 

2 

Section 1: Introduction 

3 

Section 2: Vision 

5 

Section 3: Mission 

5 

Section 4: Values and Assumptions 

6 

Section 5: Terms as Defined by Intersections 

10 

Section 6: Collaboration Members 

13 

Section 7: Commitments and Contributions 

16 

Section 8: Decision Making Authority and Process 

19 

Section 9: Communication Plan 

24 

Section 10: Confidentiality and Mandatory Reporting 

32 

Section 11: Conflict Resolution 

36 

Section 12: Work Plan 

39 

Appendix A: Media and Public Communication Talking Points 

40 

Appendix B: Colorado Mandatory Reporting Requirements 

45 

Appendix C: MESA Mandatory Reporting policy and procedure 

48 

Appendix D: Imagine! M.A.N.E. Reporting policy and procedure 

50 

Appendix E: Charter Authors 

53 



 

 

 

 

 

 

 

 

 

 

 

 


Section 1: INTRODUCTION 

Intersections is a collaboration between Moving to End Sexual Assault (MESA), Boulder 
and Broomfield Counties’ rape crisis center, and Imagine!, the primary provider of 
developmental disability services in Boulder and Broomfield Counties. This 
collaboration endeavors to create sustainable, systemic changes within our 
organizations that will result in exceptional services for sexual assault survivors with 
disabilities in our community. 

 

Sexual abuse of people with disabilities is at epidemic levels. Research shows that 83% 
of women with developmental disabilities have been sexually assaulted at some point in 
their lives.1 Of those individuals with developmental disabilities who have been sexually 
assaulted, 49% experienced 10 or more abusive incidents in a lifetime,2 and 96% knew 
the perpetrator.3 In addition to facing an increased risk for sexual assault, women with 
disabilities may face difficulties escaping abusive situations because they often depend 
on their abuser to help them with daily routines and basic life skills. This dependency, on 
top of potential physical limitations, communication barriers, fear, and isolation, can 
make leaving an abusive situation and reporting abuse extremely difficult. 

1 Johnson, I., Sigler, R.2000. “Forced Sexual Intercourse Among Inmates,” Journal of Interpersonal Violence. 15 (1). 

2 Valenti-Heim, D., Schwartz, L. 1995. The Sexual Abuse Interview for Those with Developmental Disabilities. 

3 Nosek, M. & Howland, C.(1998, February). Abuse and Women with Disabilities. Harrisburg, PA: VAWnet, a project of the National 
Resource Center on Domestic Violence/ Pennsylvania Coalition Against Domestic Violence. Retrieved month/day/year, from: 
http://www.vawnet.org 

 

We know that the disability and sexual violence movements have developed in parallel 
to best meet the needs of their particular populations. Historically, organizations that 
serve people with disabilities and agencies that serve survivors of sexual assault have 
not been designed to address the complexities that emerge at the intersection, namely, 
when serving a survivor of sexual assault with a disability. Regardless of the dedication, 
talent, and support that both organizations have provided to the community, we 
acknowledge that a gap exists in each organization on how to address these 
complexities. 

 

Both MESA and Imagine! have been serving Boulder and Broomfield counties for many 
decades. As a result of the increasing awareness of the needs and rights of people with 
disabilities and survivors of sexual assault, both organizations have shifted and grown 
over the years in order to better serve our respective clients. In addition, both 
organizations recognize that we have unique and historical knowledge, strengths, and 
skills that can be shared with each other to best serve our clients. 

 

As a result, we recognize that there is a need for our two organizations to come 
together to best serve sexual assault survivors with disabilities. To address this gap, 
MESA and Imagine! will create new and/or enhanced systems so that both organizations 
will be able to provide seamless, responsive, and caring services to survivors with 
disabilities. 


 

The following collaboration charter addresses the structure and framework for the work 
of the collaboration during the three-year grant cycle, as supported by the Office on 
Violence Against Women through the Education, Training, and Enhanced Services to End 
Violence Against and Abuse of Women with Disabilities Grant Program (Disability Grant 
Program). Our collaboration has developed this charter over a six-month period, 
challenging ourselves and each other and delving in to the rich knowledge and expertise 
that sits at our table. As a result, we have gained insight into each organization’s unique 
cultures and processes, and we are beginning to navigate the path by which we will 
identify the best systems for supporting survivors. 

 

Through the process of developing our charter, our collaboration’s own culture has 
developed, rich with honest and sometimes challenging dialogue, passion, commitment, 
and personal relationships. We are inspired by the potential that exists when all 
survivors of sexual assault can unite in solidarity as a community to speak out against 
the violence they have experienced. 

 

Because our goal is for this collaboration to last between our two organizations beyond 
the three-year grant, this charter is also meant to be a fluid document that provides a 
structure to our working relationship ongoing. As a result, we view this charter as a 
living document that can be changed in response to the growing and developing needs 
of our collaboration and two organizations. In order for this document to continue to 
serve us, we agree to formally review it semiannually, in addition to making any ongoing 
changes that may be needed. We believe that this charter provides both MESA and 
Imagine! with a comprehensive and proactive framework for our work together in the 
coming years. 

 

 

 

 

 

 

 

 

 

 

 

 

 


Section 2: VISION STATEMENT 

Our vision statement will serve as a framework for how we see Intersection’s ultimate 
goal and what we hope will be the future for both sexual assault survivors with 
disabilities and the services they will one day receive. We acknowledge that this vision 
is lofty, and that it may take more than our two organizations’ collaborating with one 
another to accomplish it, but the purpose of our work together is to eventually meet 
this vision. 

 

Intersections envisions that sexual assault survivors with disabilities will be met with 
trauma-informed and disability-aware services. Services will be responsive, seamless, 
and fully accessible, provided by a network of highly-skilled professionals who are 
comfortable working with and honoring the choices of people with disabilities who 
survive sexual assault. Sexual assault survivors with disabilities will feel safe, in control, 
valued, heard, and respected. Our community will understand the impact and 
complexities of sexual assault and will share ownership for supporting survivors with 
disabilities. 

 

Section 3: MISSION STATEMENT 

The purpose of our mission statement is to provide more immediate goals for the work 
we hope to accomplish during our three-year grant cycle. We have purposefully crafted 
action steps within our mission that we believe are imperative to meet our overall 
mission. While we recognize that we will have more specific actions as a result of 
completing our future objectives and deliverables as outlined by OVW grant guidelines, 
this framework will inform and shape the decisions we make and the direction we 
follow as we progress. Throughout each phase of our project and as we embark on 
meeting our mission, we will be grappling as a collaboration with the complexities that 
emerge when working at the intersection of sexual violence and people with disabilities 
throughout each step of our work. 

 

The mission of Intersections is to address and enhance systems for serving sexual 
assault survivors with disabilities. Through this collaboration, Imagine! and MESA will 
transform our organizational cultures to be trauma-informed and disability-aware by: 

. 
Formalizing the connections between MESA and Imagine! to open both 
organizations’ systems to each other’s resources and knowledge in order to build 
a seamless and dynamic system of support for sexual assault survivors with 
disabilities; 
. 
Identifying, developing, and enhancing policies and procedures within both 
organizations to improve our “response-ability” and accessibility to sexual 
assault survivors with disabilities to receive timely information, advocacy, and 
support; 
. 
Increasing the awareness, skills, and comfort level of staff and volunteers at 
MESA and Imagine! to work directly with sexual assault survivors with 
disabilities. 


 


Section 4: VALUES AND ASSUMPTIONS 

The following shared values and assumptions will guide our work together. As the 
underpinning of our collaboration, we are committed to the following values and 
assumptions. We will strive to exemplify these values in our work with sexual assault 
survivors with disabilities and in our interactions with each other. The following values 
and assumptions are in alphabetical order, although all are of equal importance to us. 

 

VALUES 

Accessibility. We believe that people with disabilities who have been sexually assaulted 
deserve dynamic and responsive services that are physically, emotionally, culturally, and 
financially accessible and appropriate to their individual needs. 

Advocacy. We believe in honoring the voice and experience of sexual assault survivors 
with disabilities and confronting the systems of oppression that encourage sexual 
violence, particularly as they affect people with disabilities. We will work to influence 
positive outcomes for these clients interacting with institutions or systems outside of 
their personal control by improving service deliveries. 

Choice. We believe that all individuals have the ability within themselves to make an 
informed choice that will best meet their needs, while recognizing that many individuals 
with disabilities rely on the support and advocacy of others. We recognize the unique 
safety implications for people with disabilities who are most vulnerable to abuse and 
will respect an individual’s choice while working toward the safety of the individual. 

 

Collaboration. We value the synergy that is created when working together. Therefore, 
we agree to work in collaboration, bringing the full strength of each of our organizations 
in order to create a durable relationship that, first and foremost, meets the needs of 
sexual assault survivors with disabilities. We understand this will involve a deep 
commitment of time, energy, and resources in our efforts to create sustainable change 
in how we address sexual assault among people with disabilities. 

 

Continuing Education. Sexual assault survivors with disabilities deserve support from 
staff and volunteers of our organizations who are educated and informed. As a result, it 
is critical to increase knowledge and skills of MESA and Imagine! staff and volunteers so 
that they can create welcoming, comfortable, and trauma-informed environments for 
sexual assault survivors with disabilities. 

 

Cultural Awareness. We are committed to understanding our own biases and 
prejudices, especially as they are related to working with sexual assault survivors with 
disabilities, and believe that we can continually increase our awareness of differing 
experiences. We seek to understand our own privilege, internalized oppression, and 
experiences as oppressor and oppressed. We will demonstrate a willingness and 
commitment to challenge each other and to better ourselves in order to better serve 
our collaborative mission. 


Disability-Aware. This collaboration recognizes that each individual, regardless of 
ability level, has unique interactions with their environments, including the impact of 
sexual assault and one’s needs for healing in its aftermath. In order to provide 
competent, disability-aware services, we will challenge ourselves and those in our 
organizations to become fluent in understanding and responding to the unique needs 
and challenges faced by sexual assault survivors with disabilities. Specifically, we will 
challenge ourselves to understand potential complications that may exist for individuals 
with disabilities, such as accessibility, methods of communicating, and working with 
families and care providers, among others, in a way that creates feelings of safety and 
comfort. 

 

Inclusiveness. We recognize and affirm that our differences enrich our lives. We will 
show respect for each other, our clients, and our professional contacts regardless of 
ability, gender identity, race, religion, ethnicity, appearance, culture, age, sexual 
orientation, class, or sex. 

Innovation. We embrace new and creative strategies for providing safe, caring and 
competent services for sexual assault survivors with disabilities. 

Integrity. It is important that our actions be consistent with our stated beliefs. We 
choose to use non-violent language in our interactions with each other and with our 
clients. We avoid using language and actions that perpetuate violence or biases towards 
others. 

 

Non-violence. We oppose sexual violence in all of its forms. This includes sexual assault, 
sexual harassment, sexual abuse, incest, molestation, unwanted sexual touching, 
unwanted exposure to sexual materials, sexual exploitation, sexual trafficking, sexual 
exhibitionism, and sexual solicitation or other technology-based sex crimes. It is 
unacceptable for those involved with this collaboration to engage in violence or 
oppression. 

 

Person-first language. We believe that people should be recognized, first and foremost, 
as individuals and should not be defined by their disability. We believe in using 
language that is appropriate and respectful of survivors with disabilities. We will use 
person-first language when talking to and about people with disabilities. 

 

Respect. We are dedicated to serving all populations in a way that listens to and 
respects the backgrounds and personal differences that have shaped the experiences of 
each individual survivor. We will act respectfully, compassionately, and with 
unconditional positive regard toward one another, sexual assault survivors with 
disabilities, and anyone who may accompany or advocate for a survivor with a disability. 

 


Safety. We believe that survivors with disabilities have a right to feel emotionally and 
physically safe when seeking services related to sexual assault. This includes recognizing 
the unique safety implications for people with disabilities while acting in a way that also 
respects their choices. 

 

Sexual Expression. We value the individuality and rights of all people, and acknowledge 
that people with disabilities are sexual beings who have a right to seek and engage in 
self-stimulating and consensual, sexual behavior. 

 

Social Justice. We believe in the concepts of human rights and equality of opportunity 
for all members of our society. We commit to working toward a socially just world 
through this collaboration by creating systems that will deliver fully accessible, 
responsive, appropriate, and safe services for survivors of sexual assault with disabilities 
in our community. 

 

Trauma-informed. We believe in responding to sexual assault survivors with disabilities 
in a way that meets each person’s individual needs and addresses the impact of 
traumatic events such as sexual assault. This includes creating a climate in which our 
clients feel safe, comfortable, and in control of what is happening on their behalf. We 
will work to ensure that sexual assault survivors with disabilities receive services and 
support in a caring manner by embedding this principle within the system changes we 
are embarking on. For the purpose of our collaboration, “trauma informed” is the lens 
through which we make decisions and allow our work to be approached and informed. 

 

ASSUMPTIONS 

. 
Sexual violence is an epidemic crime that is fueled by ignorance, silence, shame, 
and oppression. While people from all backgrounds suffer from sexual abuse, 
people with disabilities are particularly targeted and silenced due to 
perpetrators’ use of unique tactics to exploit their vulnerabilities (such as 
denying them access to resources, tampering with medications, restricting their 
use to adaptive equipment, and taking advantage of their need for assistance 
with intimate care). 
. 
Sexual violence is never the fault of the victim. We do not blame survivors in any 
way for their victimization. We challenge all forms of societal victim-blaming as 
it silences survivors and promotes rape-supportive attitudes and actions. 
. 
Sexual violence affects people all along the gender continuum. 
. 
Our clients are the experts of their own experiences. 
. 
Sexual assault survivors with disabilities face increased obstacles to receiving 
adequate support and care. 
. 
Sexual assault survivors with disabilities deserve support, assistance, advocacy 
and education that are appropriate to their needs and can help them and their 
families make informed choices. It is the survivor’s choice as to who can best 
help them make decisions following a disclosure or discovery of sexual abuse. 



. 
Historically, those within the disability community have been faced with 
discrimination and segregation when attempting to integrate into the broader 
community. In response, programs and other systems of support for people 
with disabilities have developed within the disability community itself. This has 
created a culture where people with disabilities, as well as community members, 
look to and rely on disability organizations to meet the vast majority of their 
needs, resulting in a more closed system. This reliance on disability 
organizations continues, even though community agencies such as rape crisis 
centers could offer specialized help for survivors of sexual assault. 
. 
In their current form, sexual assault organizations are designed to serve women 
of the dominant culture and have not created systems that are accessible or 
responsive to marginalized populations, including people with disabilities. 
. 
Sexual assault organizations and disability organizations want to provide the best 
services possible to meet the needs of individuals seeking services. Disability 
organizations want to best serve survivors of sexual assault; sexual assault 
organizations want to best serve clients with disabilities. As a result, previous 
and current decisions and actions made to support clients at both types of 
organizations have been made with the best intentions. 


 


Section 5: TERMS AS DEFINED BY INTERSECTIONS 

Intersections consistently uses the following terms, both within our charter and within 
the language of our collaboration. Since many terms can vary in meaning, we have 
defined the following terms as they pertain to our collaboration. 

 

Accessibility: Services that meet each individual’s physical, emotional, cognitive, 
financial, and cultural needs to acquire appropriate resources, advocacy, and safety. 

 

“At-Risk Adult”: The Colorado statutes that outline protective services for at-risk adults 
define an “at-risk adult” as an individual eighteen years of age or older who is 
susceptible to mistreatment because the individual is unable to perform or obtain 
services necessary for the individual’s health, safety, or welfare, or who lacks sufficient 
understanding or capacity to make or communicate responsible decisions concerning 
the individual’s person or affairs. The Colorado criminal statutes additionally include any 
individual who is sixty years of age or older as an “at-risk adult.” 

 

Charter: This collaboration has adopted the term “charter” from the Office on Violence 
Against Women as, “A document that is used to record a group’s decisions, goals and 
timeline they have for their work, as well as how they will work together.”4 The 
collaboration charter is one of the deliverables of the Disabilities Grant and is not 
intended to serve as a legally binding document nor imply in any way the creation of a 
new legal entity. 

4 Glossary: “Charter”. Beginning your journey: Laying the foundation for success in the Office on Violence 
Against Women’s Disability Grant Program, p. 19. 

 

Collaboration: The idea that individuals and organizations can do more together than 
alone, capitalizing on the strengths and talents of individual entities, while devoting 
resources for the development of synergistic and fresh ideas and systems to best 
support those in need. For the purpose of this charter, when using the word 
“collaboration,” we mean the teaming up of our two organizations, Imagine! and MESA, 
to address the needs of people with disabilities who are survivors of sexual assault. The 
collaboration membership includes both the collaboration team members and the 
executive committee of both organizations. 

 

Collaboration Team Members: The core individual collaboration members as appointed 
by Imagine! and Moving to End Sexual Assault. These individuals are charged with 
product and concept development, as well as the day-to day-tasks that pertain to the 
collaboration’s work and goals. 

 

Community: All persons residing within Boulder and Broomfield Counties. This includes, 
but is not limited to clients, consumers, friends, guardians, families, stakeholders, 
advocates, allies, service providers, and law enforcement. 

 


Consent: As defined by Colorado statute and determined by the court of law, consent 
to sexual behavior is only possible when the person is capable of understanding the 
nature of the sexual activity and motives of the initiator; the person is physically capable 
of giving consent; and no force, threat, or coercion is used by the initiator (i.e., 
submission is not consent; saying “no” is not necessary). Ability to consent is 
determined after a review of the totality of the circumstances of the incident. 

 

Culture: The knowledge, experience, beliefs, values, attitudes, meanings, hierarchies/ 
positions of power, roles, and concepts of a group of people coming together for a 
common purpose. 

 

Disability: This collaboration has adopted the definition created by Accessing Safety 
Initiative, which defines “disability” as “not something that a person has but, instead, 
something that occurs outside of the person—the person has a functional limitation. 
Disability occurs in the interaction between a person, his or her functional ability, and 
the environment.” Accessing Safety Initiative has adapted their definition based on the 
World Health Organization, who identifies “disability” as “an umbrella term” used to 
define the “interaction between features of a person’s body and features of the society 
in which [the individual] lives.”5 This includes, but is not limited to, developmental 
delays and cognitive disabilities, such as Autism, Cerebral Palsy, Downs Syndrome, and 
Mental Retardation. 

5 http://www.accessingsafety.org/index.php/main/appendix_menu/glossary#D 

 

Disability-aware: To become comfortable and fluent in understanding and responding 
to the unique needs and challenges faced by individuals with disabilities, including the 
individual responses to the impact of sexual assault as well as the needs for healing in its 
aftermath. 

 

Executive Committee: The additional collaboration members, appointed by Imagine! 
and MESA, who are determined to be influential, key decision makers that are able to 
ensure the complete engagement of each organization, and give final approval of 
products and deliverables. 

 

“Response-Ability”: The ABILITY to respond in a manner that is timely and effective and 
meets survivors at every level of their unique needs. 

 

Seamless: When organizations have systems in place that provide coordinated services, 
creating a flow between one organization and the other without breaks or gaps in 
coverage. For example, a sexual assault survivor with a disability will receive responsive 
services to meet their individual needs, regardless of which organization they 
encounter. 

 


Sexual Abuse: The wide spectrum of violent behaviors that may or may not result in 
criminal charges but are harmful and can be a pattern of perpetrated behavior. 
Examples include criticizing someone’s body, making accusations about someone’s 
sexuality, using sexually degrading names, coerced nudity, harmful and/or unnecessary 
genital “care,” or any form of coerced sexual behavior or unwanted sexual contact. 

 

Sexual Assault: Any nonconsensual or coerced sexual activity. 

 

Survivor: This collaboration chooses to use the term “survivor” when referring to the 
primary individual who has been sexually assaulted. However, this definition is used 
with caution, as we do not intend to determine where survivors are in their healing 
process or how they choose their identity as a result of the violence they have 
experienced. Individuals may choose to use different terms that best describe their own 
experience (for example, “victim”). 

 

Secondary Survivor: Those individuals that can also be impacted by sexual assault, 
including but not limited to the survivor’s family, friends, care-takers, guardians, staff 
members, and community. 

 

Systems change: The enhancement, development or changes that may occur as a result 
of both organizations in this collaboration addressing the needs and barriers facing 
survivors of sexual assault with disabilities. Examples of systems change include, but are 
not limited to enhanced accessibility, policies, procedures, protocols, structural changes, 
training, cultural changes, sharing expertise and resources, and working together. 

 

Trauma-informed: The awareness of how a trauma survivor’s behavior, actions, and 
needs may be in response to the trauma they have experienced. Professionals who are 
trauma-informed understand the neurological, biological, physiological, and social 
effects of trauma their clients may be experiencing. As a result, such professionals are 
able to make decisions about organizational structure, programming, protocols and 
services that take such considerations into account. 

 


Section 6: COLLABORATION MEMBERS 

MESA and Imagine! have come together with a collective passion and expertise to 
create cutting edge systems change in our individual organizations that will provide 
comprehensive support for sexual assault survivors with disabilities. The following 
information serves to provide an overview of MESA and Imagine!, as well as the two 
groups appointed by MESA and Imagine! to make up the collaboration and act as 
representatives and decision makers at the collaborative table. 

 

Organizations 


Moving to End Sexual Assault (MESA) 

Organization Type: Sexual Assault Response and Education 

In 1972, two 11 year-old girls were abducted and sexually assaulted in the city of 
Boulder, Colorado. One was killed; the other survived. Outraged citizens organized a 
series of meetings to confront the issues of rape, and from these meetings, a group of 
women and men formed a network that eventually became MESA, one of the first four 
rape crisis organizations established in the United States. MESA’s mission is to end the 
suffering caused by sexual assault, and believes every person has the right to live free of 
sexual assault. MESA is considered a leader in Colorado for its innovative prevention 
programming, cutting edge response services, and model collaborative approach that 
has been developed with other sexual assault responders in the region. MESA is the 
only rape crisis team in Boulder and Broomfield Counties and serves as an expert in 
trauma and sexual violence. 

 

MESA serves any teen or adult impacted by sexual violence and is working to prevent 
sexual assault from continuing. MESA offers both victim services and prevention 
education. Client services help sexual assault survivors and their loved ones and include 
a 24-hour hotline, medical support, legal support, counseling, and referrals. Prevention 
education programs are working towards ensuring a world free of sexual assault. 
Prevention education includes a program to train adolescent peers to educate on 
gender violence, a men’s program to address primary prevention, community 
education, and elder abuse prevention. 

 

Imagine! 

Organization Type: Disability Services 

When Imagine! was established nearly five decades ago, it made a promise – to provide 
opportunities for people living in Boulder and Broomfield Counties with developmental 
disabilities to lead fulfilling lives of quality and independence. Imagine! also promised 
to be a leader in the field by implementing progressive ideas and programs based on the 
latest research coupled with Imagine!’s own expertise and ingenuity. Using those two 
promises as a guiding philosophy, Imagine! has spent more than 45 years creating 
services and supports that incorporate people with developmental, cognitive and 
physical challenges into the fabric of their communities. Imagine!’s mission is to create 
and offer innovative supports to people of all ages with cognitive, developmental, 


physical, and health related needs so they may live fulfilling lives of independence and 
quality in their homes and communities. Imagine!’s goal is to help people aspire to, and 
achieve, a fulfilling life of new possibilities. 

 

Imagine! is the Community Centered Board for Boulder and Broomfield counties, 
serving as the single point of entry for any eligible person with a developmental 
disability to receive services and support. In addition to serving as a state CCB, Imagine! 
also provides services designed to incorporate people with developmental, cognitive 
and physical challenges into the fabric of their communities. Services include 
educational and therapeutic services, job training and placement, recreation and leisure 
activities, opportunities for community living, behavioral health services, technology 
solutions and support for families. Imagine! provides support services to more than 
2,500 people of all ages with developmental delays and cognitive disabilities including 
Autism, Cerebral Palsy, Down syndrome and mental retardation. 

 

Collaboration Team Members 

Specific staff members have been chosen to be representatives of their 
organizations to the collaboration. This group will be termed “collaboration 
team members.” These individuals were chosen due to their passion, content 
expertise, and influence to bring decisions to fruition, as well as their connection 
to the top decision makers within their organizations. The following is a list of 
current collaboration team members. Collaboration team members are 
responsible for developing products and concepts, attending weekly meetings as 
representatives of their organizations, and ensuring that their organizations are 
fully informed of and in support of the work of the collaboration and its 
progress. 

 

Audrey L. Reich, MSW (Project Manager for the collaboration-MESA) 

Marti Hopper, PhD (Training and Education Coordinator Coordinator-MESA) 

Julie Hartman, BS (Assistant Director of Family Services-Imagine!) 

 

Executive Committee 

Commitment at the most influential levels of each organization will ensure sustainable, 
systemic change. Therefore, the collaboration team members have intentionally 
identified multiple people at each organization to provide several layers of decision 
making that will ensure the most potential for sustainability and progression of the 
collaboration’s work. This group has been termed “executive committee.” The 
executive committee members will be critical to the successful implementation of the 
collaboration’s project goals. The collaboration team members will keep them abreast 
of the collaboration’s progress, as well as inform them of key decisions being made 
regarding product and key concept development. This will allow the opportunity for the 
executive committee to weigh in early on decision making and to ensure ongoing 


support of the collaboration’s work. Structured meetings involving the executive 
committee will take place on a regular basis to help inform the decisions and direction 
of the collaboration, to ensure backing and commitment on an organization-wide level, 
to cultivate the working relationship between both organizations, and to approve final 
products and deliverables prior to sending them for approval from the Office on 
Violence Against Women. 

 

Thomas Rose, BS (Team Leader-MESA) 

Emily M. Tofte, MSW (Program Manager-MESA) 

Mark Emery, MA (Chief Executive Officer-Imagine!) 

Marianne Nick, MSW (Director of Case Management-Imagine!) 

Jan Rasmussen, MA (Director of Family Services-Imagine!) 

 


Section 7: COMMITMENTS AND CONTRIBUTIONS 

Intersections is committed to the vision, mission, and implementation of systems 
changes that will ensure our ability, over time, to provide enhanced services for people 
with disabilities who have been impacted by sexual assault. In order to optimize our 
efforts, this collaboration has created clear expectations and guidelines regarding what 
each individual team member, as well as each organization, is willing to commit and 
contribute to the work of the collaboration. 

 

Collaboration team members commit and contribute to: 

. 
Serving as representatives for each individual organization. 
. 
Maintaining the commitment of our organizations to the collaboration’s work 
through continued engagement of executive committee members. 
. 
Attending weekly collaboration team meetings present, focused, and prepared. 
The collaboration finds that members work best and are most creative and 
synergistic when they have additional time within meetings to re-read 
documents as a group in order to provide feedback and develop products. As a 
result, “prepared” means being aware of what items will be reviewed and 
bringing needed documents to meetings. 


. 
Providing monthly updates to executive committee members within each 
organization. 
. 
Providing updates and applicable information to the collaboration regarding 
individual organization values, policies, and dynamics, as well as anything 
occurring that could impact the collaboration’s work. Examples include staffing 
changes of key decision makers, policy changes related to the project, or crisis 
communication. 
. 
Utilizing the level of influence each member has to inform individual 
organizations. 
. 
Demonstrating continued self-reflection and self-growth that comes from 
addressing our own biases, assumptions and experiences as they relate to sexual 
assault, survivors, and people with disabilities. 
. 
Attending all mandatory trainings and meetings provided by OVW, Vera, or any 
others required by the grant. 
. 
Completing all assigned projects as determined by the collaboration. 




 

The Project Manager commits and contributes to: 

. 
Coordinating and facilitating individual and collaboration meetings. 
. 
Documenting and sending collaboration meeting minutes to collaboration team 
members. 
. 
Drafting and finalizing monthly updates for collaboration team members to send 
to executive committee members within each organization. 
. 
Serving as the primary contact for Vera and the Office on Violence Against 
Women (OVW). 
. 
Documenting progress of the collaboration, as necessary. 





. 
Maintaining continued movement toward completion of collaboration 
deliverables. 
. 
Preparing and finalizing products for submission to OVW and Vera based on 
collaboration concept and product development, incorporating collaboration 
team member input and feedback. 
. 
Completing semi-annual reports and submitting them on Grants Management 
Systems. 
. 
Working with MESA’s Program Manager on budget modification submission on 
Grants Management Systems, as needed. 
. 
Working with MESA’s Program Manager on quarterly financial report submission 
on Grants Management Systems, as needed. 
. 
Driving the project to meet goals and objectives. 




 

Both organizations (including both the collaboration team members and executive 
committee members from both organizations) commit and contribute to: 

. 
Maintaining ethical, respectful, and transparent communication. 
. 
Working through conflicts and disagreements while recognizing the strength and 
growth that comes from facing such challenges. 
. 
Making the agreed upon changes within individual organizations that the 
collaboration identifies through the collaborative process. 
. 
Maintaining commitment to the project for the three year grant period. 
. 
Dedicating to the mission, vision, and values of the collaboration. 
. 
Maintaining compliance with grant requirements. 
. 
Providing consistent representation at all weekly, monthly, and quarterly 
collaboration meetings, including those that involve the collaboration team 
members and executive committee. 
. 
Providing content expertise and organization knowledge, as needed, to the 
collaboration. 
. 
Provide information on and awareness of sexual assault and disability 
“movements,” including culture, history, barriers, and implications. 
. 
Sharing all applicable resources. 
. 
Acknowledging each organization’s best-practices, ethics, and legal requirements 
and restrictions. 
. 
Ongoing growth and development regarding sexual assault and people with 
disabilities. 
. 
Recognizing our clients as the experts of their own experiences. 
. 
Engaging fully as an active partner in the work of the collaboration, including the 
process of planning, developing and implementing all project deliverables. 
Specifically, this work will include, but is not limited to building the charter, 
completing the needs assessment, developing the strategic plan, and engaging in 
all levels of the implementation. 
. 
Approving and signing the Memorandum of Understanding. 





. 
Keeping abreast of the progress of the project and the proposed outcomes that 
arise. 




 

MESA commits and contributes to: 

. 
Following the guidelines of the Memorandum of Understanding with OVW. 
. 
Providing expertise and knowledge regarding survivors of sexual assault. 
. 
Serving as the fiscal agent and administer sub-contracts. 
. 
Overseeing the Project Manager. 




Imagine! commits and contributes to: 

. 
Providing expertise and knowledge regarding people with disabilities. 
. 
Providing invoices for all costs associated with the collaboration, including 
billable time, mileage, and travel expenses. 




 


Section 8: DECISION MAKING AUTHORITY AND PROCESS 

Intersections values the knowledge and opinions of the individuals and organizations 
within the collaboration. We have identified that MESA as the fiscal agent, the 
Executive committee members, collaboration team members of each organization, and 
Project Manager have specific responsibilities granting them the authority to determine 
certain decisions for the collaboration in order to ensure the appropriate and necessary 
direction of this project. Also, this collaboration values reaching decisions through 
group consensus and has developed a decision-making protocol to ensure that 
consensus has been reached. Additionally, the collaboration has identified which 
specific decisions will require consensus to best represent the collaboration and its 
respective organizations. 

 

Decision-making Authority 

The following section outlines the specific areas of authority in decision making within 
the collaboration. 

 

. 
Fiscal Agent (MESA) has the authority to: 
o Make ultimate budgetary decisions after consultation with the 
collaboration team members regarding the collaboration’s budget. 
o Hire, terminate, and supervise the Project Manager. 
. Individual collaboration team members can provide input to the 
direct supervisor on performance evaluations, concerns, and 
decisions on hiring. 


o Terminate MOU partnerships. 
o Make decisions about budgetary modification and spending. 
. The fiscal agent will provide collaboration team members with 
information about budgetary decisions and work to ensure 
collaborative support. 






 

. 
Executive committee members within each organization have the decision 
making authority to: 
o Hire, terminate, and supervise the collaboration team members within 
the collaboration. 
. Individual collaboration team members can provide input to the 
direct supervisor on performance evaluations, concerns, and 
assignment of representation from each organization. 


o Determine collaborative representation. 
o Internally approve the final products and deliverables prior to being sent 
to the Office on Violence Against Women (OVW). 
o Internally approve policy and practice changes within each organization. 
o Approve budgetary issues for each individual organization. 
o Approve and sign the Memorandums of Understanding (MOU). 




 


. 
Collaboration team members collectively have the authority to make decisions 
that could impact the direction of the project or the collaboration’s ability to 
meet the project deliverables, including but not limited to: 
o Anything conceptual in nature, such as our mission, values, and vision for 
our work together. 
o Collaboration agreements for working together. 
o Developing priorities, such as our work process, philosophical topics for 
discussion, daily tasks, and timelines for meeting deliverables. 
o Responsibilities of team members within the collaboration’s work. 
o Anything impacting project deliverables, such as how we want to conduct 
our needs assessment, what our agreements are for working together, 
and what our strategic plan will be. 
o Products prior to submission to Vera Institute of Justice for technical 
support. 
o Authority to appoint a representative from the collaboration for OVW, 
Vera, and other grantee events (if other than the Project Manager). 
o Authority to approve weekly collaboration meeting minutes from 
previous meetings. 
o Determination of MOU collaborative partner membership. 




 

. 
The Project Manager has the decision making authority to: 
o Engage Vera for technical assistance, help with product development, or 
other forms of support. 
o Engage the Office on Violence Against Women for any additional 
assistance or questions. 
o Determine logistics related to collaboration meetings, such as locations, 
times and agenda items. 
o Represent the collaboration when engaging other grantees or Vera- and 
OVW-sponsored events. 
. This can only be decided by the Project Manager when time to 
make such a decision as a collaboration is not available. In such 
cases, Project Manager is to use best judgment. 






 

Decision-Making Process 

The collaboration will use consensus to make decisions that impact the project or the 
direction of the project. We will take the time to reach consensus because our decisions 
will impact not only the project direction itself but also the interactions of the 
collaboration team members. We believe that consensus decision-making builds trust 
and commitment among the team members and between our two organizations. All 
members will have an equal voice in approving or identifying changes for all decisions 
that require consensus (see “Decision Making Authority” above). At no time will voting 
be used to make a decision within our collaboration. 

 


Decision making process when formally meeting: 

. 
We will start by taking necessary time to probe the issue until each member’s 
opinions are heard and understood by the other team members, especially if 
those opinions are in opposition to each other or in opposition to a “majority” of 
opinions voiced. 
. 
We will ensure that a thorough checking-in process occurs throughout all 
decisions and discussions. During the course of checking-in, it will be 
determined that either all members are on the same page and ready to move on 
from the topic being discussed, or that consensus has been reached in the case 
of formal decision making. This tracking will be done by requesting each team 
member to verbally indicate where they stand with the decision or topic: 
o “I agree”- Used for when the individual is ready to move on from the 
topic; used when the individual is in agreement with the decision. 
o “I need more information/further discussion”- Used for when the 
individual would like the conversation to continue to gain more 
information and is not yet ready to move on; used when determining if 
the conversation should be postponed while members collect further 
information and reflect on the discussion independently before returning 
to the table to make a final decision. 
o “I disagree”- Used for when the individual is in disagreement with the 
decision, charging the collaboration members to either determine an 
alternative decision or determine how the group can best work together 
or move forward without coming to consensus on this topic or decision. 


. 
Any person can call for a “check-in” at any point in the discussion process to 
verbally poll the group and determine if all parties are on the same page and/or 
that consensus has been reached. Additionally, the Project Manager is charged 
with periodically checking-in to ensure that everyone is on the same page and/or 
that consensus has been reached before moving on. 
. 
When a decision is being made or discussed, relevant information and data from 
the organization will be freely shared within the confidentiality parameters of 
each agency. If a team member needs particular information to be kept “in the 
room,” that team member will state this explicitly during the discussion. 
. 
Additionally, when final consensus on a topic is being made, a final check-in will 
be requested by the Project Manager prior to moving forward. 
. 
The collaboration will not move forward with a decision until all members are in 
agreement. 
. 
Decisions that are made by the collaboration will be documented and tracked in 
the meeting minutes under a specific section called, “Decisions Made.” 



. 
Decisions that are made by the Project Manager or others (see “Decision Making 
Authority” above) outside of collaboration meetings will be relayed to the team 
members during weekly meetings. Weekly meeting agendas will include an 
“Updates” section, which will provide time for collaboration team members to 
announce any decisions made outside of meetings. Such decisions will then be 
documented in that week’s meeting minutes. 


 

Decision making process outside of formal meetings (such as via email and phone calls): 

The collaboration values making decisions when all members are present and formally 
meeting and will make best efforts to always make decisions, especially those that 
impact the direction of the project, when together. 

. 
When the collaboration is unable to formally meet for a time-sensitive decision 
that cannot be postponed for formal review, the individual needing to make or 
initiate a decision will make their best effort to give two business days for 
collaboration team members to give input via email. 
. 
If a response is not provided for input on a decision needed outside of regular 
weekly meetings within the time allotted, the individual will make the decision 
using best judgment. 
. 
If two business days are not possible, the individual will make the decision using 
their best judgment. 


 

Decision making process/approval process for executive committee: 

. 
In addition to weekly collaboration team member meetings, there will be a 
monthly meeting that all executive committee members are invited to attend. 
o The current Executive Directors from each organization that sit on the 
executive committee are committed to attending these every quarter. 
o All other executive committee members are committed to attend 
monthly. 


. 
During such meetings, any current concept development, product development, 
and important topics and decisions will be reviewed and decided upon to move 
the process forward. 
. 
Additionally, the Project Manager will generate monthly updates that highlight 
the progress of the collaboration’s work and major decisions that have been 
made. Monthly updates will be provided to the entire collaboration, including 
the executive committee and collaboration team members. 
. 
Executive committee members are invited to join collaboration team members 
during all Vera site visits, all-site meetings, and any other forms of technical 
assistance. 
o A representative of the executive committee from each organization will 
attend all Vera site visits. 


. 
Executive committee members will approve decisions and products in the same 
manner as all collaboration members, namely in formal meetings using the 
consensus model after thorough discussion of the topic (see above). 



Decision re-visitation process: 

. 
The collaboration reserves the right to revisit decisions previously made to 
ensure the quality and fluidity of the collaboration’s work is preserved. 
. 
If a member of the collaboration would like to re-visit a previously made 
decision, they can voice this at the first meeting of each quarter (Non-traditional 
quarters due to individual schedules: February, May, August, November), when 
all major decisions and events that occurred over the previous quarter will be 
reviewed for creation of the “quarterly update.” 
. 
If a collaboration member believes that a decision previously made is urgent and 
cannot wait for review at the quarter, they can suggest the item be reviewed 
during any of the weekly meetings. The collaboration will then determine if the 
item in question will be reviewed at that time or should wait until quarterly 
update. 



Section 9: COMMUNICATION PLAN 

Intersections recognizes that for the collaboration to work best together, clear 
guidelines and expectations for communicating with one another, with our agencies, 
with outside parties, and with the media is imperative for the integrity of our project. 
The following guidelines have been developed to ensure consistent and productive 
communication: 

 

Internal (Within the collaboration) 

. 
Collaboration members will uphold and maintain direct and transparent 
communication with one another. 
. 
Individual collaboration members will keep the collaboration abreast of anything 
occurring within individual organizations that could impact the collaboration’s 
work. Some examples include staffing changes of key decision makers, policy 
changes related to the project, or crisis communication. 
. 
When making major decisions within the collaboration that could impact each 
organization or would require information from each organization that individual 
collaboration team members do not have, individual members will seek 
information from executive committee members to provide to the collaboration. 
These discussions may take place during monthly collaboration meetings that 
the executive committee has committed to attend. 
. 
Meetings 
o All collaboration team members will convene at least once per week for a 
minimum of two hours for all major decisions, including the direction of 
the collaboration’s work, important discussions that impact major 
decision making, and finalizing products to be sent to Vera and the Office 
on Violence Against Women. 
o Additionally, meetings with executive committee members will take place 
at least once per month. 
o Additional collaboration meetings will be scheduled, as needed, during 
more intensive stages of the collaboration. 
o Agendas that include items to be discussed/reviewed, location/date/time 
of meeting, and any other necessary information, will be sent to 
collaboration team members at least twenty-four hours in advance. 
o Weekly, agendas will include space for team-building, recognition of 
individual and/or group strengths, and review of current work process to 
evaluate any collaboration needs. 
o During collaboration meetings, Project Manager will be responsible for 
structured note taking and putting notes in the form of weekly minutes. 
o Project Manager will distribute minutes via email within two business 
days from meeting. 
o Prior to the next-scheduled meeting, collaboration members are 
responsible for reviewing and coming prepared to discuss/approve 
weekly minutes. 





o There may be times when we choose not to meet due to specific 
times/alternative commitments in individual organizations, individual 
time-off, etc. 
. If one person from the collaboration team members cannot 
attend a scheduled meeting, the collaboration may choose not to 
meet. 
. If there are current due dates that could be compromised due to a 
canceled meeting, the next meeting may be held longer in 
duration than normal to compensate for the missed time. 
. If the collaboration team members choose to meet without all 
team members present, no major decisions will be made that 
could impact the collaboration’s direction. Also, nothing will be 
finalized until the collaboration as a whole can convene. 
. Individuals that cannot be present may choose to conference call 
into meetings, as needed. 
. During weeks when meetings do not take place, emails are 
accepted for all major decisions needing to be approved on an 
urgent basis that cannot wait until the following scheduled 
meeting. 


o The Project Manager will convene meetings with individual collaboration 
members as needed. If meetings occur between individuals, notification 
will be provided to the collaboration team members. 
o If informal discussions related to the collaboration take place between 
individual members outside of collaboration meetings, any decisions 
(based on decision making authority) that impact the collaboration will 
be communicated to the collaboration. 


. 
Emails 
o If communication (including minor decisions and updates) is necessary 
outside of collaboration meetings, email communication is acceptable 
from Project Manager and other collaboration members. 
o Emails that pertain to the entire collaboration will be addressed to all 
members. If an email only pertains to certain members of the 
collaboration and not the collaboration as a whole, the email author has 
the discretion not to send the email to the entire collaboration. If an 
email impacts any individual, that individual will be included in the email. 
o The author of email will be clear with the needs of email request and/or 
timelines, such as when the collaboration needs to weigh-in on a 
decision, when a response is needed by, etc. 
. The author will make best effort to give two business days’ notice 
to collaboration members if a decision is needed. If two business 
days are not possible, author will use best judgment in making the 
decision. 
. If a response is not provided by the designated due date, 
collaboration members are forfeiting their ability to provide 







feedback and decision, and author may move forward using best 
judgment. 
. Those sending emails are to put timelines on when they need a 
response prior to the next meeting. 
. If a response is not provided, the author will assume the answer is 
“yes” or that that person chooses not to provide further input. 




. 
For scheduling personal time off: 
o Collaboration team members will provide dates of proposed time off to 
the rest of the collaboration for review whenever possible. 
o Collaboration members can provide feedback and suggestions but are 
not responsible for providing final approval/denial. 
o Individual members planning time off are to use best judgment and 
schedule at times that will not severely impact major events for the 
collaboration. 




 

Internal (Within each individual’s organization) 

. 
Each appointed collaboration team member within the collaboration is expected 
to notify and update executive committee members within each members’ 
organization for the following: 
o Providing executive committee members with monthly summaries of the 
collaboration’s work and progress. 
o Providing additional updates to executive committee members on 
progress and decisions, as determined by collaboration members. 
o Notifying executive committee members of any decisions that could 
create a major impact on each/either organization, including financial, 
programmatic, policy, publicity or the community. 
o Maintaining organizational and executive committee support and backing 
on decisions that will impact each organization and/or the direction of 
project to ensure each organization is capable of completing the 
collaboration’s work, as determined by collaboration members. 
o Sharing and gaining approval from executive committee members for 
collaboration-specific products prior to obtaining the final approval from 
OVW. 




 

External (Outside parties, such as Office on Violence Against Women, Vera, other 
grantees, key stakeholders) 

. 
Vera: 
o The Project Manager is the appointed contact person for both incoming 
and outgoing communication. 
. All collaboration team members are approved to contact Vera 
directly, with the understanding that member is transparent 
about the need, seeks information from collaboration first (if 
possible), and that seeking support from Vera is the appropriate 
solution. 







o Communication with Vera will include, but is not limited to requesting 
technical assistance, scheduling meetings and site visits, regularly 
scheduled telephone meetings updates, telephone and in-person 
support, and requesting assistance with conflict resolution. 
o Communication can be made in the form of phone calls and emails as 
determined by the person making contact, and can be as frequent as 
necessary to ensure thorough and consistent communication. 
o The Project Manager will meet with Vera via conference call at least 
every other week, as scheduled by the Project Manager and Vera Senior 
Program Associate. 
o Site visits will take place at the beginning of each phase of the 
collaboration’s work at a minimum, but may take place more frequently, 
as needed and determined between the collaboration and Vera. 


. 
Office on Violence Against Women: 
o The Project Manager is the appointed contact person for both incoming 
and outgoing communication. 
. If other members of the collaboration wish to communicate with 
OVW directly, they are to notify and utilize the Project Manager 
for all needs. 
. In the Project Manager’s absence, they may designate another 
collaboration team member or supervisor as the point of contact. 


o Communication with OVW will include, but is not limited to sending 
products/documents for final approval, budget modifications and 
updates, Grant Adjustment Modifications, semi-annual reports, quarterly 
reports, and changes to the collaboration (staffing, partnership, direction, 
etc.). 


. 
Other stakeholders (such as other OVW grantees, community members, and 
other outside parties): 
o The Project Manager is the primary contact person for both incoming and 
outgoing communication. 
o The collaboration team members will determine and appoint the most 
appropriate point person for the specific needs, as they arise. 
. The determined point person, if not the Project Manager, will 
communicate with the collaboration on needs, updates, and any 
specifics of request/information. 






 

External (Media and Public Communication) 

Intersections is dedicated to portraying and reinforcing the vision, mission, and values of 
the collaboration. It is important that all communication accurately and consistently 
expresses the collaboration’s intangible attributes, such as its name, work, purpose, and 
way it is perceived by the community it aims to support. Communication includes, but is 
not limited to, newsletter articles, brochures, advertisements, press releases, crisis 
communication, event information, mass emails, website content, and presentations. 
The aim of all communication is to provide the community with a consistent message of 


integrity regarding the work and mission of the collaboration. The following provides 
guidelines and expectations for all external communication directed toward the media 
or for the purpose of public communication (such as presentations and announcements 
at meetings and training programs). 

 

General framework for all media and public communication: 

. 
The collaboration has created talking points (Appendix A) which provide the 
following information: 
o General guidelines for all communication. 
o The talking points for communicating about Intersections, Imagine!, and 
Moving to End Sexual Assault (MESA). 
o The contact list with appointed contacts for all communication requests 
(including crisis communication) from each organization and their contact 
information. 


. 
The talking points have been reviewed and approved by all collaboration 
members and appointed communication contacts from each organization. It is 
our expectation that all individuals will communicate from the approved talking 
points. If further information is requested, the individual will refer the request 
to the Project Manager. 
. 
A “contact list” (provided below and in Appendix A) includes the executive 
committee, collaboration team members, and those who are identified at each 
organization as the primary contacts for all communication requests (including 
proactive, reactive and crisis communication). 
. 
Any time there is a communication event/request or crisis, an email will be sent 
from the collaboration or individual to this contact list, to ensure consistent and 
timely communication. 
. 
Because there are many identified contacts within each organization for 
different forms of external communication, the following chart has been created 
to provide clarity when such individuals are referenced in this document: 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


OVW Disability Grant: Contact List 

Name 

Organization 

Reason for Contact 

Audrey L. Reich 

Project Manager for collaboration 

Audrey@movingtoendsexualassault.org 

720.406.3633 

MESA 

o Primary media point person for 
proactive communication and reactive 
communication regarding Intersections 
o May be identified for additional 
support with crisis communication 


Thomas Rose 

Team Leader 

tom@movingtoendsexualassault.org 

Ph: 720.406.3645 Cell: 720.324.0593 

MESA 

o 1st point person for all organization-
specific communication needs, 
including proactive, reactive and crisis 
communication 
o Executive committee member 


Emily M. Tofte 

Program Manager 

Emily@movingtoendsexualassault.org 

Ph: 720.406.3644 Cell: 720.862.2027 

MESA 

o 2nd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 
o Executive committee member 


Marti Hopper 

Training and Education Coordinator 

marti@movingtoendsexualassault.org 

Ph: 720.406.3643 

MESA 

o Collaboration team member 
o Back-up to Project Manager for MESA 
communication 


Fred Hobbs 

Director of Public Relations 

fhobbs@imaginecolorado.org 

Ph: 720.274.2249 Cell: 720.982.8652 

Imagine! 

o 1st point person: Organization-specific 
media and communication needs 
including proactive, reactive and crisis 
communication 


Mark Emery 

Chief Executive Officer/Executive Director 

memery@imaginecolorado.org 

Ph: 303.926.6446 Cell: 303.818.4777 

Imagine! 

o 2nd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 
o Executive committee member 


Gregory Wellems 

Director of Business Development 

gwellems@imaginecolorado.org 

Ph: 303.926.6466 Cell: 303.579.8204 

Imagine! 

o 3rd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 


Marianne Nick 

Director of Case Management 

mnick@imaginecolorado.org 

Ph: 303.926.6425 

Imagine! 

o Executive committee member 


Jan Rasmussen 

Director of Family Services 

janr@imaginecolorado.org 

Ph: 303.926.6439 

Imagine! 

o Executive committee member 


Julie Hartman 

Assistant Director of Family Services 

jhartman@imaginecolorado.org 

Ph: 303.926.6434 

Imagine! 

o Collaboration team member 
o Back-up to Project Manager for 
Imagine! communication 





Proactive Communication: Used when our collaboration is sending outgoing 
communication to the media or public to highlight our work. 

. 
The point person for all proactive communication is the Project Manager. 
Additionally, there are point persons (see chart above) at each organization that 
manage the organization’s media and public communications, which the Project 
Manager will contact as needed. 
. 
The Project Manager will only provide information from the talking points. 
. 
The Project Manager will seek guidance and approval from the collaboration 
team members and the point persons at either organization if providing 
information outside of the approved talking points. 
. 
Prior to being sent, all press releases and media communication must receive 
final approval from primary point persons at both organizations, as well as all 
collaboration team members. 
. 
In the event that we create a formal press release, we will contact OVW and gain 
insight and approval prior to submission. 


 

Reactive Communication: Used when our collaboration receives requests for 
communication about our work from the media or public. 

. 
The point person for all reactive media is the Project Manager. Additionally, 
there are identified point persons (see chart above) at each organization that 
manage their organization’s media communication. 
o If the media or public contacts someone other than the Project Manager 
at either organization for information regarding Intersections, all 
individuals on the contact list will be expected to refer requests directly 
to the Project Manager. (Each organization has its own internal process 
for directing communication requests to the appointed contact(s). 
Therefore, if any person within each organization receives a request, they 
will refer the request to the appointed contact, who will then refer the 
request to the Project Manager.) 
o All individuals on the contact list (see above) are permitted to give 
information directly from the talking points. 


. 
The Project Manager will provide information to the media or public from the 
talking points. 
. 
If the communication request is for information outside of the approved talking 
points, the Project Manager will refer to the primary point persons at either 
organization as it pertains to them respectively. 


 

Crisis Communication: Used when a crisis has occurred that relates to the 
collaboration’s work at either Imagine! or MESA. 

. 
Within each organization there already exists a crisis communication plan and a 
designated crisis communication point person (see chart above). If a crisis 
occurs, all communication requests that come to each organization will be 



directed to the crisis communication point person within that organization as 
already designated. 
. 
Each point person will have a copy of the talking points about the collaboration’s 
work and can speak from this as needed without additional approval. 
. 
Each point person may refer further questions about the collaboration’s work to 
the Project Manager as the next point of contact for anything related to the 
collaboration. 
. 
If the Project Manager is not available, the point person is to contact the 
collaboration team member from their organization: 
o Imagine!: Julie Hartman 
o MESA: Marti Hopper 


. 
Additionally, if the organization’s communication point person receives 
information on a crisis related to the other organization, they will immediately 
notify the Project Manager, who will be responsible for notifying the point 
persons at the other organization as well as all collaboration team members. 
. 
The Project Manager will continue with phone calls until a live person is reached 
to communicate the crisis information. 


 


Section 10: CONFIDENTIALITY PROTOCOL 

Intersections is committed to preserving the confidentiality practices of each 
organization and the dignity of the clients served. Additionally, beyond client 
information, we recognize that working closely in collaboration creates the need for 
members to share sensitive information with one another to support the success of the 
collaboration. Therefore, a succinct confidentiality protocol is necessary to outline what 
can and cannot be shared between collaboration team members and from collaboration 
team members to their organizations, as well as what each organization’s requirements 
are regarding at-risk populations and preserving client confidentiality. To ensure we are 
meeting our confidentiality agreements, we commit to continually reminding one 
another of our expectations of one another, as well as give specific reminders when 
sharing information that we expect to remain within the collaboration. 

 

When communicating among the collaboration members (such as through formal 
meetings or daily communication): 

. 
Information that is to remain confidential within the collaboration team 
members 
. 
Sensitive information about the individuals’ organizations that would be 
requested to remain confidential. Collaboration team members shall 
request that such information remain within the collaboration team 
members, as needed. 
. 
Documents and products prior to approval by the collaboration team 
members (such as meeting minutes, products from deliverables, etc.). 
. 
Personal information about collaboration team members that individuals 
choose to share with one another. 
. 
Examples of incidents that are of public domain from each organization 
that will not disclose any identifying information of clients (see below) for 
the purpose of learning about previous response efforts and important 
considerations. 
o Aggregate data (for example, totals/not individual information) 
o Non-identifying client-level information (for example, age vs. date 
of birth) 




. 
Information that cannot be shared within the collaboration due to confidentiality 
requirements 
o Information as it relates to confidential personnel issues regarding any 
collaboration members (including the Project Manager and project staff) 
or other employees from each organization. 
o Confidential information about our organizations that has not been 
approved for public knowledge. 




 

 

 

o Identifying client information, including but not limited to: 





. Name(s) of clients, victims, perpetrators, family members, and 
staff 
. Addresses 
. Contact information 
. Social security number 
. Date of birth 
. Racial, ethnic, or religious identity 
. Appearance 
. Where they work 
. Who their guardians/parents are 
. What services they receive 
. Service providers (outside of MESA and Imagine!) 
. Case details 
. Information regarding a person’s disability 
. Any other combined information that would identify an individual 






 

When communicating with our individual organizations: 

. 
We agree to and are permitted to share the following information with our 
individual organizations via email, verbally, and in meeting minutes and quarterly 
updates: 
o Information about our organizations that would impact the 
collaboration’s work, such as organizational challenges, issues, internal 
operations, funding changes, and staffing changes among executive 
committee members and other key decision makers. 
o Progress updates with organization staff to keep them updated on the 
collaboration’s work and to maintain organizational engagement. 
o Documents and products in the development phase with consensus from 
the collaboration team members. 
o Documents and products once the collaboration team members reach 
consensus or approve the document, such as meeting minutes, monthly 
updates, and products from deliverables. 
o Finalized products prior to sending to OVW. 


. 
We agree to not share the following information with our individual 
organizations: 
o Documents and products in the development phase without consensus 
from the collaboration team members. 
o Documents and products prior to the collaboration team member’s 
approval of the document, such as meeting minutes, monthly updates, 
and products from deliverables. 
o Information about our organizations that have been requested to remain 
confidential by collaboration members, such as organizational challenges, 
issues, internal operations, and staffing. 
o Interpersonal conflicts within the collaboration members without 
consensus from the collaboration. 





Mandatory Reporting 

. 
According to Colorado law (26-3.1-102), the statute strongly “urges,” but does 
not mandate, the report of abuse or neglect of any individual over the age of 
eighteen who is considered “at risk” (see defined terms). (See Appendix B) 
. 
Professionals, such as Community Centered Board staff and mental health 
workers, who have observed the mistreatment or self-neglect of an at-risk adult 
or who has reasonable cause to believe that an at-risk adult has been mistreated 
or is self-neglected and is at imminent risk of mistreatment or self-neglect are 
urged to report to adult protection. 
. 
MESA Policy: 
o Staff and volunteers ARE mandated to report sexual assault (as well as 
abuse and neglect) for those individuals currently less than eighteen 
years of age to appropriate officials (see Appendix C for mandatory 
reporting procedure). 
. All clients entering into MESA’s services are provided informed 
consent information and the Confidentiality and Mandatory 
Reporting Policy and are notified that if they discuss the abuse, 
neglect, or sexual assault on a person currently less than 18 years 
of age, MESA is required by law to report. 


o MESA does not have a policy or mandate to report the abuse, neglect or 
sexual assault of any person eighteen years of age or older. 
. If a client entering MESA’s services is over the age of eighteen 
MESA will maintain confidentiality of the client’s assault, unless 
otherwise requested by the client. 




. 
Imagine! Policy: 
o Staff and volunteers ARE mandated to report sexual assault (as well as 
abuse and neglect) for those individuals currently less than eighteen 
years of age to appropriate officials. (See Appendix D for complete policy 
and procedure.) 
o Staff and volunteers are required by the Colorado Division of 
Developmental Disabilities (DDD) to report any suspected M.A.N.E. 
violation (Mistreatment, Abuse, Neglect, and Exploitation) of any 
Imagine! client, regardless of age, including sexual assault, to their 
Imagine! supervisor. (See Appendix D for complete M.A.N.E. reporting 
policy and procedure.) 


1. If M.A.N.E. is suspected, Imagine! staff and volunteers are 
required to generate an internal incident report, at minimum. 
2. This incident report will be routed to that department’s 
supervisor, the director of that program, the supervisor of Case 
Management, that client’s case manager, and other individuals as 
identified by Imagine! (determined case-by-case). 
3. As determined by Case Management, in addition to an internal 
incident report, the following may also occur, dependent on the 







nature of the assault, who committed it, when and where it took 
place, and other circumstantial information: 
. A critical incident report may be routed to the Division of 
Developmental Disabilities, Department of Public Health 
and Environment, and/or Child Welfare. 
. A report may be filed with the police. 
. An internal investigation may take place. 
. A police investigation may take place. 






 

MESA/Imagine! Confidentiality and Reporting Agreement 

During our work together we will make every effort to prevent and avoid disclosing any 
client information to ensure prevention of initiating a required report by Imagine! If a 
disclosure is made to either organization, MESA and Imagine! will follow each 
organization’s respective reporting and confidentiality policies and agrees to keep all 
client information confidential. However, once the needs assessment is conducted, a 
re-evaluation of this agreement and changes in our organization’s policies may take 
place based on agreed upon changes due to needs assessment findings. 

 

Needs Assessment Considerations 

Although the needs assessment does not directly inquire about a client’s sexual assault 
history, there is the potential for a disclosure to take place during this phase of the 
project. Therefore, agreements and planning are necessary to prepare for the response 
of such disclosures. 

. 
If a disclosure is made, MESA and Imagine! will follow each organization’s 
respective reporting policies, dependent on who receives such disclosure. (See 
above.) 
. 
Only staff from Imagine! are required to report the discovery of Imagine! clients 
who have experienced mistreatment, abuse, neglect, or exploitation (M.A.N.E.) 
(including sexual assault). 
. 
A discussion will be held during the needs assessment preparation phase as to 
what the appropriate process is for conducting the needs assessment to ensure 
careful consideration of mandatory reporting and confidentiality requirements 
of each organization, which may include: 
o Considering having MESA staff conduct interviews with Imagine! clients 
so that any disclosures will not automatically generate a mandatory 
report by Imagine! 
o Contracting with an outside organization to conduct needs assessment, 
to remove both MESA and Imagine! from the process to ensure full 
confidentiality. 


. 
Prior to the needs assessment, the collaboration team members will discuss 
further information regarding client information and confidentiality as well as 
implications for recruitment and participation. 


 


Section 11: CONFLICT RESOLUTION 

Intersections recognizes that we come to the table with diverse and extensive 
knowledge, experience and values for working with people with disabilities and sexual 
assault issues. We also recognize that we each bring our own unique perspectives, 
opinions, and voices to the table as strengths for our collaboration, agencies, and 
community. However, we are aware that at times conflict will arise and may pose 
challenges and barriers to our ability to successfully work toward our common goals. As 
a result, in order to make the most of conflict and utilize it as a vehicle for growth and 
mutual understanding for our collaboration, our respective agencies, and survivors, the 
following framework and steps will be utilized to manage conflict in such a way so as to 
come to a place of honoring individual opinions, allowing space for voices to be heard, 
and finding a solution to which we all agree upon. 

 

Framework for addressing all conflict: 

. 
All collaboration members, including the executive committee and collaboration 
team members, commit to the Conflict Resolution framework and steps. 
. 
Collaboration members will be open to each person’s perspective, trust the 
motivation of that person, and recognize the importance of this topic to that 
individual. The collaboration will demonstrate this by thoroughly listening 
(including non-verbal cues/body language), allowing equal air time for each 
member, watching for interrupting, and self-monitoring one’s own biases and 
feelings. The collaboration will also demonstrate this through respectful 
questions to gain more insight. Members will avoid blame of any individual. All 
members will work to put personal interest for being right aside and 
acknowledge that the resolution of conflict is for the betterment of the 
collaboration. 
. 
Collaboration members will remember and acknowledge that conflict is an 
important step toward a more successful collaboration, and that even if an 
agreement is not reached, the collaboration is motivated to work through 
conflict completely. Members will focus on specific issues, not the personalities 
of the persons involved. 
. 
If there are underlying issues or a “core” to the conflict, such will be named and 
addressed as a part of resolving the conflict. 


 

Steps for addressing the conflict: 

. 
If a conflict arises between specific members of the collaboration, individual 
member(s) will address the conflict transparently and openly with the specific 
individual. This will include the nature and reason for the conflict, any specific 
details, and also potential solutions. Members will avoid discussion of conflict 
“behind the backs” of one another. 
o Once conflict has been discussed and resolved by individual collaboration 
members, they will then bring the conflict to the entire collaboration to 
ensure all members are kept informed of independent discussions. 





. 
Collaboration member(s) experiencing conflict that affects the entire 
collaboration will request that the topic be put on the meeting agenda and/or 
transparently communicate the conflict with all members of the collaboration, as 
appropriate. This will involve the nature and reason for the conflict, any specific 
details, and also potential solutions. Members will avoid discussion of the 
conflict outside of collaboration. 
. 
If a member discusses the conflict with another member outside of the 
collaboration or without having gone to the individual, it is the responsibility of 
the other member to maintain the integrity of the conflict resolution process and 
redirect that member back to the appropriate place to discuss the conflict. 


 

When resolution cannot be attained: 

. 
If a resolution cannot be found, members will agree to postpone the discussion 
for the purpose of allowing time to reflect and obtain any additional relevant 
information on the topic to make a more informed decision. Any member can 
suggest moving to this phase, and all members must come to consensus on 
postponement. Members will agree to a future date/time to re-address the 
conflict for resolution. 
. 
Collaboration members recognize that it is okay to disagree, and that 
“agreement” and “resolution” are separate. If it becomes clear that the 
collaboration members are unable to come to an agreement, the collaboration 
will work to find what can be agreed upon. The collaboration will also determine 
how to adjust collaboration needs to make room for such disagreements. 






 

Seeking outside support: 

1. If a conflict leads to unresolved job performance-related concerns such 
issues will be brought to the attention of the supervisor of that specific 
collaboration member to determine the best intervention and outcomes. 
(Some examples include if a person is consistently late, not completing 
work assignments in a timely manner, or issues that violate Human 
Resources policies.) 
2. If resolution of any other kind of conflict is not found, the collaboration 
will seek help from the Vera Institute of Justice. The Project Manager will 
contact Vera to schedule a time when all members can meet with Vera to 
discuss the conflict. If Project Manager is not the appropriate contact for 
scheduling, the collaboration will appoint a contact person, as needed. 
The collaboration will do so by utilizing the consensus procedure. 
3. If a consensus cannot be reached through the support of Vera, the Vera 
Associate will gain the assistance of an additional staff member from 
Vera or engage the Office on Violence Against Women, as needed. 
4. If a consensus cannot be reached through the additional support of Vera 
or OVW, an outside mediator may be necessary. 





If executive committee members have a conflict with the collaboration’s work: 

. 
If an executive committee member from either organization brings forward a 
conflict with the collaboration that will impact the collaboration’s work, the 
collaboration team members will discuss the conflict and develop a plan to 
address the concern. This may include inviting the executive team member to 
the next scheduled collaboration team member meeting or discussing it as a 
collaboration at the following monthly meeting. 
. 
If resolution is not found, the collaboration may invite other organization 
members and/or Vera representation, as needed. 







Section 12: WORK PLAN 

The timeline below will guide the major activities of the collaboration. It will be reviewed and 
revised by consensus as needed by the members of the collaboration. 

 

Work Plan Outline 

Activity 

 

Timeframe 

Target Completion Date 

Hire a Project Manager 

November – February 2010 

February 2010 

Vera site visit with a focus on 
charter building 

March 2010 

March 2010 

Create collaboration charter 

March – August 2010 

August 2010 

Vera site visit with a focus on 
the needs assessment 

September 2010 

September 2010 

Plan needs assessment 

September – December 2010 

December 2010 

Conduct needs assessment 

January 2010 – April 2011 

April 2011 

Compile findings and analyze 
themes (ongoing process) 

January 2010 – April 2011 

April 2011 

Write needs assessment 
report 

May 2011 – June 2011 

June 2011 

Vera site visit with a focus on 
strategic planning 

July 2011 

July 2011 

Create strategic plan 

August – September 2011 

September 2011 

Implement strategic plan 

 

September 2011 – 
September 2012 

September 30, 2012 

 



 

 

 

 

 

 

 

 

 


Appendix A: Media and Public Communication Talking Points 

 

Basic Guidelines and Expectations 

Do’s 

. 
If you are notified that a crisis occurs regarding anything related to the 
collaboration’s work, please contact the Project Manager. The Project Manager 
will notify the media contact of the other organization and all collaboration 
members. 
. 
Do contact the back-up contacts if you cannot reach the Project Manager or 
other contact person listed. 
. 
Tell the truth—never make up an answer. 
. 
Be yourself. 
. 
Release only confirmed facts. 
. 
Be concise. 
. 
Respect their time and be timely for appointments. 
. 
Provide press packets when appropriate. 
. 
Show concern—be especially sensitive to those directly involved. 
. 
Defuse negatives. 
. 
Remain calm. 
. 
Return all calls from the media as soon as possible. 
. 
Provide updates to media, families and employees. 
. 
Do speak about the advantages of the collaboration, which allows us to combine 
our expertise to create a more robust system that supports sexual assault 
survivors with disabilities. 


 

Don’ts 

. 
Do not give personal cell phone numbers to the media. 
. 
Don’t speculate. 
. 
Don’t overstate or understate. 
. 
Don’t talk “off the record.” Assume everything you say will be printed or 
broadcast. 
. 
Don’t be thrown by hostile questions. 
. 
Don’t give an exclusive interview to one journalist. 
. 
Don’t reveal proprietary information. 
. 
Don’t place blame. 
. 
Don’t be defensive. 
. 
Don’t ever use the words “no comment.” 
. 
Don’t tell the media how to do its job. 
. 
Don't point fingers or denigrate collaboration partners. 
o Don’t imply that Imagine! is not aware of or understands how to support 
clients who are impacted by sexual assault. 
o Don’t imply that MESA is not equipped and/or accessible to serve clients 
with disabilities. 





. 
NEVER discuss a client/consumer with the media or acknowledge in any way that 
either organization has or has not provided services to a particular client (unless 
you have pre-authorized release from that client for your specific organization). 


 

Collaboration Talking Points 

. 
The collaboration organizations involved are Imagine! and Moving to End Sexual 
Assault (MESA). 
. 
The collaboration’s work started in October 2009 and the grant lasts until 
September 2012. 
. 
The current collaboration core members (called “collaboration team members) 
are Audrey Reich (Project Manager), Julie Hartman (Imagine! representative), 
and Marti Hopper (MESA representative). 
. 
The current collaboration executive committee members are Tom Rose (MESA 
Development Team Leader), Emily Tofte (MESA Program Manager), Mark Emery 
(Imagine! CEO/Executive Director), Jan Rasmussen (Imagine! Director of Family 
Services), Marianne Nick (Imagine! Director of Case Management). 
. 
The purpose of the collaboration is (from the Mission): 
o To formalize the connections between MESA and Imagine! in order to 
open our organizations’ systems to each other’s resources and 
knowledge in order to provide a seamless and dynamic system of support 
to sexual assault survivors with disabilities; 
o To identify, create, and enhance policies and procedures within our 
organizations that enhance the “response-ability” and accessibility for 
sexual assault survivors with disabilities to receive timely information, 
advocacy, and support; and 
o To increase the awareness, skills, and comfort level of staff and 
volunteers at MESA and Imagine! to work directly with sexual assault 
survivors with disabilities. 


. 
We are not a “services” grant, meaning this funding is not to provide direct 
services. The purpose of the grant is to identify and create sustainable, systemic 
changes within our organizations that will result in exceptional services for 
sexual assault survivors with disabilities. 
. 
For additional information about the grant, please speak from the information 
below under “Background Information.” 
. 
For a direct link to our work: 
http://www.accessingsafety.org/index.php/main/right_menu/community_profiles/2009-community-communities/boulder-co 


 

Background Information on the Disability Grant Program from the Office on Violence 
Against Women (OVW)6 

6 http://www.ovw.usdoj.gov/WomenwithDisabilitiesBrief2002.htm 

. 
This is a 3-year grant funded by the United States Department of Justice, Office 
on Violence Against Women (OVW). 



. 
OVW funds multi-disciplinary teams across the nation to address violence 
against individuals with disabilities. The goal of the Disability Grant Program is to 
build capacity, enhance collaboration, and to create accessible, appropriate 
services for individuals with disabilities who are victims of domestic violence, 
dating violence, stalking, and sexual assault through the creation of multi-
disciplinary teams. 
. 
The Disability Grant Program (formally titled The Education, Training, and 
Enhanced Services to End Violence Against and Abuse of Women with Disabilities 
Grant Program) was created by the Violence Against Women Act of 2000 (VAWA 
2000). 
. 
Congress, OVW, and victim advocates recognized the need to focus on domestic 
violence, dating violence, stalking and sexual assault against individuals with 
disabilities due to the proliferation of such violence and the gaps in service 
provision and the criminal justice response for this population. 
. 
The goal of this program is to build the capacity of such jurisdictions to address 
such violence against individuals with disabilities through the creation of multi-
disciplinary teams. 


 

Imagine! Talking Points 

. 
Imagine! was established in 1963 as a private, not-for-profit organization and as 
the first community-centered board (CCB) in Colorado. A CCB is a local area’s 
single point of entry into local, state and federally funded programs for eligible 
people with developmental disabilities in a community. Imagine! is currently 
one of 20 CCBs in Colorado. 
. 
In addition to serving as a state CCB, Imagine! also provides services designed to 
incorporate people with developmental, cognitive and physical challenges into 
the fabric of their communities. Services include educational and therapeutic 
services, job training and placement, recreation and leisure activities, 
opportunities for community living, behavioral health services, technology 
solutions and support for families. 
. 
When it first opened its doors, Imagine! served 100 individuals. Today, it serves 
more than 2,500 people and their families each year. 
. 
Imagine! helps people aspire to, and achieve, a fulfilling life of new possibilities, 
by: 
o Creating services and programs that support individuals in becoming 
contributing citizens in their community. 
o Providing support and information for families with relatives with 
cognitive and developmental disabilities. 


. 
A developmental disability is a disability that occurs before a person reaches 22 
years of age and creates a substantial and lasting handicap for the person. 
Developmental disabilities result from mental retardation or from related 
conditions such as cerebral palsy, epilepsy, autism, or other neurological 
impairments when those impairments hamper general intellectual functioning or 
result in behaviors similar to those of persons with mental retardation. 



. 
For more information, please visit the Imagine! website at 
http://imaginecolorado.org/ or call 303.665.7789. 


 

Moving to End Sexual Assault (MESA) Talking Points 

. 
Moving to End Sexual Assault (MESA) is a non-profit organization founded in 
1972 in response to the abduction, rape and shooting of two young girls. MESA 
was originally called HARM (Humans Against Rape and Molestation), and later 
called the Boulder County Rape Crisis Team. MESA serves all residents and those 
who were impacted by sexual assault in Boulder and Broomfield Counties. 
. 
In February of 2001, the organization’s name was changed to Moving to End 
Sexual Assault to better reflect the scope of the organization’s work—providing 
support to sexual assault victims and addressing the societal conditions that 
contribute to sexual violence in order to prevent its occurrence. 
. 
Our mission statement is: “We are moving to end sexual assault and the 
suffering it causes in our community. We believe every woman, man and child 
has the right to live free of sexual assault. We challenge all forms of oppression 
and recognize their connection to sexual violence.” 
. 
MESA provides direct client services to sexual assault survivors, primarily 
through a 24-hour crisis and information hotline for emotional support and crisis 
intervention. The hotline is available 24-hours a day in English and Spanish. 
MESA’s hotline also serves secondary survivors of sexual assault, who are the 
friends and family of a person who has been sexually assaulted. Other services 
for survivors of sexual assault include support at the hospital, case management, 
short-term counseling, support groups, referrals, and court accompaniment. 
. 
MESA is committed to the prevention of sexual assault. To this end, MESA offers 
prevention education programs that address sexual assault, sexual harassment, 
gender violence, elder abuse, and healthy relationships. 
. 
Moving to End Sexual Assault is a team of the Mental Health Center Serving 
Boulder and Broomfield Counties, Inc., a private, non-profit organization. MESA 
is governed by the Mental Health Center’s Board of Directors. However, MESA is 
responsible for generating its own revenue. 
. 
For more information, please visit the MESA website at 
www.movingtoendsexualassault.org or call 303.443.0400. 


 

 

 

 

 

 

 

 

 

 


OVW Disability Grant: Contact List 

Name 

Organization 

Reason for Contact 

Audrey Reich 

Project Manager for collaboration 

Audrey@movingtoendsexualassault.org 

720.406.3633 

MESA 

o Primary media point person for 
proactive communication and reactive 
communication 
o May be identified for additional 
support with crisis communication 


Thomas Rose 

Team Leader 

tom@movingtoendsexualassault.org 

Ph: 720.406.3645 Cell: 720.324.0593 

MESA 

o 1st point person for all organization-
specific communication needs, 
including proactive, reactive and crisis 
communication regarding Intersections 
o Executive committee member 


Emily Tofte 

Program Manager 

Emily@movingtoendsexualassault.org 

Ph: 720.406.3644 Cell: 720.862.2027 

MESA 

o 2nd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 
o Executive committee member 


Marti Hopper 

Training and Education Coordinator 

marti@movingtoendsexualassault.org 

Ph: 720.406.3643 

MESA 

o Collaboration team member 
o Back-up to Project Manager for MESA 
communication 


Fred Hobbs 

Director of Public Relations 

fhobbs@imaginecolorado.org 

Ph: 720.274.2249 Cell: 720.982.8652 

Imagine! 

o 1st point person: Organization-specific 
media and communication needs 
including proactive, reactive and crisis 
communication 


Mark Emery 

Chief Executive Officer 

memery@imaginecolorado.org 

Ph: 303.926.6446 Cell: 303.818.4777 

Imagine! 

o 2nd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 
o Executive committee member 


Gregory Wellems 

Director of Business Development 

gwellems@imaginecolorado.org 

Ph: 303.926.6466 Cell: 303.579.8204 

Imagine! 

o 3rd point person: Organization-specific 
for all communication needs including 
proactive, reactive and crisis 
communication 


Marianne Nick 

Director of Case Management 

mnick@imaginecolorado.org 

Ph: 303.926.6425 

Imagine! 

o Executive committee member 


Jan Rasmussen 

Director of Family Services 

janr@imaginecolorado.org 

Ph: 303.926.6439 

Imagine! 

o Executive committee member 


Julie Hartman 

Assistant Director of Family Services 

jhartman@imaginecolorado.org 

Ph: 303.926.6434 

Imagine! 

o Collaboration team member 
o Back-up to Project Manager for 
Imagine! communication 





Appendix B: Colorado Mandatory Reporting Requirements 

Obligation to Report Child Abuse or Neglect 

State of Colorado Statutes 18-3-401 to 405 and 19-3-3047 

7 Summary created by Moving to End Sexual Assault, Boulder, Colorado 

 

 

Mandatory Reporters for Child Abuse or Neglect 

. 
Physician or surgeon, including those in training 
. 
Child Health Associate 
. 
Medical Examiner or Coroner 
. 
Dentist/Dental Hygienist 
. 
Osteopath 
. 
Optometrist 
. 
Chiropractor, Chiropodist, Podiatrist 
. 
Psychologist, Licensed Marriage and Family Therapist, Licensed Professional 
Counselor, Unlicensed Psychotherapist, Social Worker, Mental Health Professional 
. 
Physical Therapist 
. 
Veterinarian 
. 
Peace Officer 
. 
Pharmacist 
. 
Registered Nurse or Licensed Practical Nurse 
. 
Fire Fighter 
. 
Commercial Film and Photographic Print processor 
. 
Victim’s Advocate 
. 
Hospital Personnel engaged in the admission, care or treatment of patients 
. 
Clergy Member or recognized leader of any religious body 
. 
Christian Science Practitioner 
. 
Public or Private School Official or Employee 


 

Standard 

. 
Have reasonable cause to know or suspect. 
. 
Have observed conditions which would reasonably result in abuse. 


 

Reporting Sexual Assault 

. 
MUST report if Non-consensual sexual contact AND client age < 18 (17 or 
younger) 
. 
MUST report if Consensual Sexual Contact AND 
o Client Age = 14 years old or younger with person 4+ years older 
o Client Age = 15 or 16 with person 10+ years older 
o Client Age = 17 years old or younger with Person in Position of Trust 





. 
Person in a Position of Trust includes a parent, anyone acting in the place of a 
parent, or a person charged with any duty or responsibility for the health, 
education, welfare, or supervision of a child, no matter how brief at the time of 
the unlawful act. 


 

Mandatory Reporting of At-Risk Adults 

Colo. Rev. Stat. §§ 26-3.1-101, 26.3.1-102, 26-3.1-203, 26-3.1-204 (2009).8 

8 Information compiled by RAINN and last updated December 2009. For more information, visit rainn.org. 

 

 

Requirements Regarding Elders/Disabled 

The following persons are urged, but not required, to report abuse of at-risk adults: 

. 
Physicians, surgeons, physicians’ assistants, or osteopaths, including physicians 
in training; 
. 
Medical examiners or coroners; 
. 
Registered nurses or licensed practical nurses; 
. 
Hospital and nursing home personnel engaged in the admission, care, or 
treatment of patients; 
. 
Psychologists and other mental health professionals; 
. 
Social work practitioners; 
. 
Dentists; 
. 
Law enforcement officials and personnel; 
. 
Court-appointed guardians and conservators; 
. 
Fire protection personnel; 
. 
Pharmacists; 
. 
Community-centered board staff; 
. 
Personnel of banks, savings and loan associations, credit unions, and other 
lending or financial institutions; 
. 
State and local long-term care ombudsmen; and 
. 
Any caretaker, staff member, or employee of or volunteer or consultant for any 
licensed care facility, agency, home, or governing board. 








 

Standard of Knowledge 

. 
Observation of the mistreatment or self-neglect of an at-risk adult, or reasonable 
cause to believe that an at-risk adult has been mistreated or is self-neglected and 
is at imminent risk of mistreatment or self-neglect. 
o “Mistreatment” means an act or omission which threatens the health, 
safety, or welfare of an at-risk adult, or which exposes the adult to a 
situation or condition that poses an imminent risk of death, serious 
bodily injury, or bodily injury to the adult. 





o “Self-neglect” means an act or failure to act whereby an at-risk adult 
substantially endangers the adult’s health, safety, welfare, or life by not 
seeking or obtaining services necessary to meet the adult’s essential 
human needs. 


. 
Observation of an at-risk adult being subjected to circumstances or conditions 
that may reasonably result in the financial exploitation of the at-risk adult, or 
reasonable cause to know or suspect that an at-risk adult has been financially 
exploited. 
o “Financial exploitation” means the illegal or improper use of an at-risk 
adult’s financial resources for another person’s profit or advantage. 





Appendix C: Moving to End Sexual Assault-Current Mandatory Reporting Policy and 
Procedure

Determining Obligation to Report: 

. 
If a staff member/volunteer receives a disclosure about a person under the age of 18, 
that individual is to call the supervisor on-call to determine if there is an obligation to 
report and receive guidance on how to move forward. 
. 
If a staff member/volunteer is UNSURE about the obligation to report, that individual is 
to call the on-call supervisor to receive guidance. 
o Often times, follow-up questions and information gathering can lead to an 
unintentional disclosure. As a counselor/advocate, it is important for us to be as 
transparent as possible so survivors can make decisions about what is right for 
them given their personal experience. 
o It IS OK, to tell them what mandatory reporting looks like and that it can create 
opportunities for additional support, like counseling, if that is what they want 
and need. You can also tell them that talking about abuse can be a very power 
tool in the healing journey and if they don’t want to engage in the reporting 
process they can call MESA’s hotline anonymously. 




 

Once Obligation to Report is Determined: 

. 
If on the hotline: 
o Attempt to notify the caller and tell them of the mandate to report. 


. 
Things to notify the survivor/family about before calling law enforcement: 
o Explain the process of reporting and what typically happens with a mandatory 
report. It is good to inform them that these situations do not always happen the 
same way, but generally explain: 
. Call the proper authorities to make a report. 
. Law enforcement will attempt to contact the legal guardians of the minor 
before questioning the survivor. 
. They may open an investigation and talk to other people who may be 
witnesses to the incident. 


o If working with a survivor under 18, ask them if they want to call their legal 
guardian/parent(s) before you call law enforcement. If the survivor prefers and 
gives consent, it is ok for the staff member/volunteer to call the client’s parents 
to explain what is happening. 
o Explain Victim’s Rights to the survivor and parents 
. It is usually important for them to know that staff/volunteers have a legal 
obligation to call and talk to law enforcement but they are not legally 
obligated to speak with them. They may choose not to cooperate with 
law enforcement and the investigation - that is within their rights to 
choose this. 


o Ask them if they have any additional questions 
. Remember, it is always ok to call the on-call supervisor for guidance and 
support while going through this process. If you don’t have the answers, 
call your supervisor for guidance. 







. 
If logistically possible and desired by the survivor, the survivor can be in the room while 
you make the mandatory report. This can be empowering for them to know what you 
are saying to law enforcement about their situation. 
. 
After the report has been made: 
o Ask if they have any questions. 
o Provide resources. 
o Ask if they want someone to follow-up with them in a few days to check in 




 

Agencies to Report to 

. 
Perpetrator is a family member: Department of Social Services or law 
enforcement. 
. 
Perpetrator is outside the family: Law enforcement agency where sexual assault 
occurred. 


 

What Needs to be Reported 

. 
The victim’s name, contact information, and any information known about the 
perpetrator, location, ages, or facts of the assault. 
. 
Report needs to be made immediately. 


 

Failure to Report 

. 
Colorado Statute 19-03-304 (3.5), (4) 
. 
Standard: Willfully 
. 
Class 3 Misdemeanor 
. 
Liable for damages 


 

How to Handle a Disclosure 

. 
Believe your client! Offer empathy and support. 
. 
Be upfront with your client that you have to report and to whom. 
. 
Give your client as much control as is reasonably possible by providing options 
and choices. 
. 
Call your supervisor for additional support and assistance through the process. 


 

MESA Hotline Volunteers: When you encounter a situation that needs to be reported, 
immediately contact the supervisor on call. MESA staff or the supervisor on call will 
make the report with your assistance. 

 

 

 

 

 

 

 

 


Appendix D: Imagine!-Current Reporting Procedure for Mistreatment, Abuse, Neglect 
and Exploitation 

Imagine!, as the Case Management Agency, has the responsibility to monitor the health 
and safety of people with developmental disabilities receiving services in Boulder and 
Broomfield Counties. As part of that responsibility, the Imagine! Case Management 
Department will monitor the process and outcomes of all abuse, neglect, mistreatment 
or exploitation investigations conducted by service agencies in Boulder and Broomfield 
Counties. Each service agency will have procedures for investigating allegations of 
abuse, neglect, mistreatment or exploitation that are in compliance with the Rules and 
Regulations of the State Department of Human Services. These procedures must include 
a provision that the Imagine! Case Management Department must be notified, at least 
verbally, of the allegation within 24 hours of the time the Director of the service agency 
receives the report of the allegation. A completed incident report must be sent to the 
Case Manager no later than 72 hours after the initial report of the incident. Each service 
agency will follow its internal procedures for investigating allegations of abuse, neglect, 
mistreatment or exploitation, ensuring also that reports are made as appropriate and 
required to Boulder County Housing and Human Services/Broomfield County Health and 
Human Services, local law enforcement and the Colorado State Health Department. 

 

Reporting Responsibility: A staff person who has reason to suspect abuse, neglect, 
exploitation or mistreatment of an adult receiving services through Imagine! will make a 
report immediately upon discovery to a supervisor and/or the designated case manager 
for the consumer, regardless of the suspected source of abuse, neglect, exploitation or 
mistreatment. Incidents involving a child under 18 must also be reported to the 
county’s protective services unit. 

 

Internal Reporting: 

. 
A staff person or volunteer who has reason to suspect mistreatment abuse, 
neglect, or exploitation of an adult receiving services through Imagine! will make 
an internal incident report immediately upon discovery. 
o M.A.N.E. includes: 
. Physical Abuse which includes but is not limited to such actions as 
striking, pulling, pushing, twisting body parts, or inflicting any 
physical injury to a consumer by any means. Physical abuse 
includes directing one consumer to physically abuse another 
consumer. 
. Sexual Abuse which includes but is not limited to sexual assault, 
rape, fondling, sexual exploitation or any sexual interaction 
between staff and consumers. 
. Mental Abuse which includes any action which creates mental 
anguish for the consumer. These actions include but are not 
limited to discriminatory remarks, belittlement, derogatory name 
calling, teasing, and unreasonable exclusion from conversation or 
activities and verbal abuse. 







. Neglect which includes the denial of meals, medication, 
habilitation and other necessities. 
. Exploitation includes any illegal or improper action affecting a 
person or use of the person’s resources for another person’s 
profit or advantage. 




. 
This report will be routed to a supervisor and/or the designated case manager 
for the consumer, regardless of the suspected source of abuse, neglect, 
exploitation or mistreatment. 
. 
This report is also routed to that program’s supervisor and/or director, the 
client’s case manager, the director of case management, and any other persons 
or departments associated with that client. 


 

External Reporting: 

. 
Additionally, dependent on the nature and unique details of the incident, an 
external report may be necessary, called a “Critical Incident Report”. 
. 
This would be routed to the Division of Developmental Disabilities, and may also 
be routed to the Department of Public Health and Environment. 
. 
This report may also require the following internal investigation: 
o Interview with victim(s) of alleged abuse, neglect, exploitation or 
mistreatment 
o Interview with person(s) making allegations 
o Interview with alleged perpetrator(s) 
o Interviews with witnesses to alleged incident (may include other 
consumers, staff family members, etc.,) 
o Other interviews pertinent to incident 
o Documentation of any physical evidence pertinent to the investigation 
o Results of investigations of any external agencies that may be available 
o A summary of findings and actions taken 


. 
Depending on the severity and/or nature of the suspected abuse, neglect, 
exploitation or mistreatment, the information that the consumer is able to 
provide and the suspected source of the abuse, neglect, exploitation or 
mistreatment, a report will be made to the local law enforcement agency and/or 
Adult Protection Services. 


 

Reporting safeguards 

Reports may be made by the victim, direct care providers, family, or anyone associated 
with the consumer. No individual is to be coerced, intimidated, threatened or retaliated 
against because the individual, in good faith, makes a report of suspected M/A/N/E and 
assists in any way in the investigation. 

 

 


Reports to the police 

If there is reason to believe a crime has been committed, the law enforcement agency 
with jurisdiction where the incident occurred will be contacted by your supervisor. Some 
examples of crimes to be reported are: assault, sexual assault, false imprisonment, 
suspicious death/homicide, criminal negligence. 

 

Reporting procedure policy 

The supervisor and/or case manager will ensure that the incident is documented 
according to Imagine!’s procedure for Incident Reporting and that a verbal report of the 
incident is made as quickly as possible to the department director and case manager. 
Case management will determine if Adult Protective Services is to be notified. The 
incident report will be completed no more that 24 hours after the incident.” 

 

Parent/Guardian 

The parent of a minor, a guardian, or an authorized representative of the individual will 
be notified as soon as possible, but within at least 24 hours of a report of abuse/neglect. 

 

Safety to Consumer 

The direct care staff, supervisor or designee are responsible to ensure the safety of an 
individual suspected of being subject to mistreatment, abuse, neglect, exploitation. It 
may be necessary to seek immediate medical care or mental health support. It may be 
necessary to remove the person to a different setting or residence until an investigation 
is completed. 

 

HRC (Human Rights Committee) Reporting 

Imagine! case management is responsible to provide a copy of the incident report and 
written documentation to the human rights committee (see HRC CBL). The official 
Imagine! investigation report will contain the HRC’s review of the investigation, 
including recommendations and follow-up actions. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Appendix E: Charter Authors 

The following individuals listed below are the original authors of this charter. Although 
this document may be revised by future members from both organizations to meet the 
evolving needs of this collaboration, these individuals met to develop the original 
framework, concepts, agreements, and values for our work together. 

 

Audrey L. Reich, MSW (MESA) 

Project Manager for Collaboration 

Audrey is the Project Manager for the collaboration and is employed by Moving to End Sexual 
Assault (MESA). The role of the Project Manager is to drive the work of the collaboration, 
ensuring that all project deliverables are met and acting as a liaison and representative to 
both the Office on Violence Against Women and the Vera Institute of Justice. Prior to joining 
MESA in March 2010, Audrey worked for Imagine!, where she developed and supervised 
residential programming for young adults with developmental disabilities. During her 
graduate studies, Audrey interned with MESA, where she provided both community outreach 
and ongoing therapy to survivors. Audrey holds a Master’s Degree in Social Work with an 
emphasis in Interpersonal Trauma Studies. By having experience, relationships, and 
knowledge with both organizations prior to joining the collaboration, she is able to provide a 
unique perspective on the intersection of sexual assault and people with disabilities. 
Although Audrey is employed by MESA, her role is one of neutrality, so that she is able to 
maintain dedication and balance for the collaboration’s work rather than specifically to one of 
the organizations at the table. 

 

Marti Hopper, PhD (MESA) 

Marti is the Training and Education Coordinator for Moving to End Sexual Assault 
(MESA), the rape crisis center serving Boulder and Broomfield Counties. In this role, she 
provides training and consultation on the topics of preventing sexual assault and sexual 
harassment. Audience members include law enforcement officers, victim advocates, 
high school and college students, school staff, and numerous other agency personnel. 
For the past five years, Marti has served on Boulder County’s Elder Abuse Task Force, 
which works to bring awareness and solutions to issues of abuse in later life. Currently, 
she is a member of the training team for the Boulder County Elder Justice Project, which 
has conducted training for 170 law enforcement officers in order to improve their 
recognition and response to all forms of elder abuse. Marti holds a doctorate degree in 
clinical psychology and has been with MESA since 2000. Marti has been appointed to 
the collaboration due to her vast knowledge and expertise regarding the content of 
sexual assault, her current work addressing the issue of sexual abuse of at-risk adults, as 
well as her extensive professional connections within Boulder and Broomfield Counties. 
Marti is a link to decision makers at MESA and is appointed due to her long-standing 
history and experience within MESA. 

 

 


Julie Hartman, BS (Imagine!) 

Julie Hartman is the Assistant Director of Family Services at Imagine!. Julie has been with 
Imagine since 1981 and has over 35 years of experience supporting individuals with 
disabilities and their families. Julie began working with people with disabilities in 1972 in 
Omaha, Nebraska and was part of the deinstitutionalization of individuals who had 
spent most of their lives at a state home. She was part of the first wave of integrating 
these same people into public schools as part of Public Law 94-142. Within Imagine! 
Julie sits on the Strategic Planning Committee and the Integrity Committee. In her 
various positions at Imagine!, Julie’s vast experience, collaborative skills, passionate 
advocacy for people with disabilities, and instinctual ability to draw out the best in the 
individuals around her make her the perfect collaboration participant. She has a 
Bachelor’s degree in psychology and therapeutic recreation. Julie is also a link to 
decision makers at Imagine!, and is appointed due to her long-standing history and 
experience within Imagine!.