Human Services, Inc. Organizational History And Profile

 The agency BBJ-CAP was born out of the era of the Economic Opportunity Act of 1964 which was signed into law by President Lyndon B. Johnson on August 20, 1964, and brought about one of the greatest movements in history, the “War-on Poverty”.  BBJ-CAP founded in 1965 as a designated 501 (c) 3, not-for-profit Community Action Agency provided grass roots programs to low income individuals and families in the three counties of Bartholomew, Brown, and Jackson counties.  Early innovative programs of that era included; Head Start summer preschool program which was designed as a massive social experiment to break the cycle of poverty, Economic Development programs such as a sewing cooperative, a Happy Potters project, a Friends and Neighbors Candle project, a Feeder Pig Project, a food buyers club where families learned how to buy in quantity and learned how to can produce, a cabin craftsman’s center where men learned wood crafting and the women sold the products that were made to the general public. 

Other programs of the era included, legal services, a community newspaper, the establishment of a community park south of State Street in Columbus, Bartholomew County, housing initiatives, family planning, comprehensive planning, and the VISTA Volunteer program. These early initiatives laid the corner-stones for people helping people and has proved to provide a firm foundation for creating new and innovative programs that allows the agency the opportunity to continue to build partnerships and expand upon collaborations to ensure that programs/projects are available to aid in reducing barriers of poverty, help families build confidence, achieve their dreams and in essence improve their lives.

In 1973 under the administration of Stephen Kapp, the Board of Directors decided to reorganize and separate the two major functions of BBJ-CAP.  The first change involved, The grass-roots organizing for community change became “The Southern Indiana Community People’s Alliance, Inc.” which was established to carry on job training and placement endeavors and continued to publish the “People Yes Newspaper”.  The second change involved increasing and expanding the effectiveness of BBJ-CAP’s Human Service programs. 

At that time the by-laws were rewritten, an internal restructuring took place, and on May 28, 1975 the agency received its new name, Human Services, Inc.  Human Services, Inc. remained a 501 (c)3, not-for-profit Community Action agency committed to reaching into the depths of poverty stricken families, helping them learn new methods to reduce barriers of poverty so they can achieve productive self sufficient live styles.  Human Services, Inc. philosophy and focus is to administer social service programs to individuals and families living in Bartholomew, Decatur, Jackson, Johnson, and Shelby Counties assisting them in reducing and/or removing barriers, which prohibit them from becoming self-sufficient. 

Through the years, Human Services, Inc. has adjusted its mission, but has remained true to its purpose.  As the face of poverty changes over time, the agency actively assesses the changing needs of the local families living in the communities in order to develop appropriate partnerships and collaborations which will continue to address the barriers of self sufficiency through poverty and proactively change programming to meet those needs.In 1983, the Southern Indiana Food Bank founded by Human Services, Inc. opened its doors with a mission to help charitable organizations feed the hungry.  From its’ inception (1983) to 2002 the food bank distributed approximately 1,611,751. pounds of food to various charitable organizations in South Central Indiana.  Due to massive growth of the USDA Commodities program and lack of financial support, the Southern Indiana Food Bank terminated operations in June 2003.

In 1992, the agency recognized the difficulty that families were having finding safe, affordable housing and became active in the area of housing. In 1993 & 1995, through a homeownership and repair program funded through IHFA, the agency rehabilitated 30 owner owned dwellings in Shelby County.  The agency participated in a Homeowner Purchase Assistance and Counseling program in Shelbyville as well, where households received ½ of the down payment plus closing cost.  A five year affordable housing plan was developed by Human Services, Inc. and approved by the City of Shelbyville.  This was the second such plan, the first was for Johnson County.  In 1994, the agency purchased Franklin Apartments with an IHFA grant and a loan from a bank.  This facility provides four rental units and office space.  The agency applied for funds to renovate the Bartholomew County Homeless Shelter (Horizon House). 

This project was completed in 1995. In 1996, H.S.I. Properties, Inc. a for profit subsidiary and its Board of Directors was formed to engage in the business of providing housing opportunities to persons of lower or moderate income. Since its formation its purpose remains unchanged, as it strives to fill the void in housing affordability for low to moderate income families living in South Central Indiana.   In 1998, through a HOME award from IHFA and tax credits awarded by the Indiana Department of Revenue, the agency opened Oak Hill Apartments which consist of 48 affordable housing apartment units and in 2001, Oak Hill II brought an additional 24 affordable apartment units and agency office space to the city of Seymour, located in Jackson County.  In 1999, through a CDBG grant and loan, the agency purchased a facility to be used for Head Start pre-school programming.  In 2000, Ridgecrest Apartments became a reality when 19 affordable apartment units was built in the City of Greensburg, the county of Decatur.   

In 2001, the agency purchased Horizon Point through HOME funds for the purpose of providing transitional housing to three families.  Also in 2001, through CDBG funds and a loan, the Canary Creek Head Start facility was built to house 72 Head Start pre-school children. In seeking out additional housing needs, in 2002 the agency conducted Housing Needs Assessments in the counties of Jackson and Shelby.  In October 2002, H.S.I. Properties entered into a General Partnership with Maxwell Development to form Jerman Place, LLC. which transformed the former Jerman Elementary School in Greensburg into a 36 unit affordable housing project for senior citizens. Financing for this $4.2 million project is the result of Historic Rehabilitation Tax Credits obtained by the developer, a $300,000 HOME grant, and $274,000 in Low Income Housing Tax Credits obtained from IHFA by Human Services, Inc., a federal home loan grant, and private investment.  The doors opened to this affordable senior housing project in 2003. 

In 2003, the agency began a partnership with Stenz Corporation to secure funding for the transformation of Pearson School located in Shelbyville into 35 units of low-income elderly housing. Funding sources for this project include, IHFA, through Section 42 Tax Credits, Historic Tax Credits, HOME, Affordable Housing Funds, plus Irwin Union Bank provided the construction and permanent loan for the completion of Pearson Place LP elderly housing project.  Construction on the project began in late 2005 and leasing began in the latter part of 2006.   Human Services, Inc. and Stenz Corporation won an Award of Honor from Associated Builders and contractors, Inc. for Pearson Place Senior Apartments Uniqueness.  Built in 1939, the Lora B. Pearson Elementary School had been sitting vacant for several years and was damaged by vandals and water leakage.  This project is unique in that the certified historic rehabilitation of the building into safe, affordable housing for seniors preserves the second best example of Art Deco architecture in Shelby County. 

In 2004, the agency completed a rehab project in the City of Franklin located in Johnson County of 13 homes. Human Services, Inc. was a sponsor for the Brownstown Senior Housing project that was initiated in 2007 with tax credits being awarded for the project.  This project provides 35 self contained affordable senior apartment units within 6 buildings with individual parking areas, a club house, and green space.  From 2004 through 2008, the agency received funding for Owner Occupied Rehabilitation through IHCDA.  The agency addressed safety and home environmental needs of the clients while together with local contractors 47 homes received home rehabilitation. 

The agency completed its’ latest Strategic Plan in early 2006 and began forming committees to begin the steps of progress for the future.  The agency continues to work its current strategic plan and will engage in evaluation of outcomes near the end of 2009 and engage in the Strategic planning process for another cycle of future achievements through planning and implementing.  The agency opened a food pantry in Johnson County in 2006 in order to help combat the need for food in that community.  Other successes of 2006 include reducing barriers of poverty to 19,031 people and engaged 30,848 hours of volunteerism through one or more of the various programs administered by the agency. 

 In 2007, the agency helped reduce barriers of poverty to 27,344 persons and 15, 344 families who received help from one or more of the provided opportunities administered through our agency.  It’s not possible for only one agency to be the cure all – it takes many resources and partnerships with other local community organizations to meet the needs of the poor in our communities.  In 2007 the agency maintained 272 partnerships and agreements of which 65 of those were faith-based organizations. The agency was blessed with many volunteers who donated 30,961 hours of time to our agency.  These volunteers donated their personal time because they believe in our purpose and mission and they want to help make a difference in people’s lives.  Each of them is very special to us.  In Johnson County, the agency along with funding through the Johnson County United Way provided two specific programs which provide assistance based on the needs and lack of services in the county.  One program is called “Safety Net”. 

This program aided 43families with rent/mortgage assistance, 15 families with utility assistance, 20 persons with transportation services through Access Johnson County, 9 persons with prescriptions medications, and 8 persons with emergency shelter assistance. The other program which is called the Johnson County Child Care Subsidy programs assist families whose income is 182% to 220% poverty.  This program helps families pay for safe and stable child care for their children.  Families that access this program do not have to worry as much while at work, because the program is designed to help the working poor with child care assistance in a safe and conducive environment.  2008 is A year to remember:   “learning to dance in the storm”  In June 2008 the agency encountered great looses due to flooding in not one but two of our physical locations.  Columbus and Johnson County. An agency that provides intervention programs and services was now the one needing assistance itself in order to continue its usual line of business. 

The flood was June 6 and by June 23rd.  All the Columbus program staff was back under one roof again conducting business. Our success was because of dedication, commitment, and preservance.  Agency employees, spouses, and community volunteers worked many long hours to clean and repair the flood damaged facilities. In Columbus the agency was blessed with 16 local community volunteers and 14 volunteers from various communities around the state, IHCDA allowed staff to help, and Indiana Cap Association INCAA allowed staff to help make the necessary repairs to the building so we could get things back to normal.  The agency reaped additional support from Pete & Kevin King, Attorneys at law who donated warehouse space for our possesses during clean up, Smurfit-Stone container, a local box factory who donated boxes, the city of Columbus who donated space for our Head Start staff, and honeymoon hauling who gave us a greatly reduced price for use of their truck to transport belonging to storage. 

The floods in Johnson County caused the agency to relocated the county office to our Head Start facility.  The good news as Johnson County was a community in distress, was that the agency  only shut down the two days while moving.  The agency was able to move back into a completely renovated Franklin office in late August.  You know we all have wish list for sprucing up facilities – well we didn’t expect for this sprucing up to come so quickly for Johnson County.  But it did and with lots of community support the agency survived and grew stronger because of it.  A positive outcome of actually enduring a disaster is that our agency established a agency wide Emergency Preparedness Plan and faithfully practice the drills within the plan.Community:  In A time of Need:  Partnerships in Action:  our agency and 6 additional partnerships came together to help flood victims with shelter 241 nights of lodging to 13 families and 28 adult individuals displaced due to the flood,

• Love Chapel reimbursed the agency $13,306.80 for lodging,
• The Columbus Township Trustee paid a portion of the after - hours staff efforts amounting to $3,200.00, and
• CSBG dollars paid for our staff time and benefits in coordination of conversations and meetings with the Long Term Recovery Committee ($5,004.60 – 23%) for the families. 

In 2008, Human Services, Inc. helped reduce barriers of poverty to 23,294 persons and 9,988 families who received help from one or more of the programs administered through the agency.  The agency maintained 272 partnerships and agreements of which 64 of those were faith-based organizations.  All of our partnerships are important and necessary to attain the greatest impacts for families:  Important to note is that-it is relationships that help keep food in the pantries, help with rent down payments and utility down payments when all other resources have been used; It is the faith-based organizations that work with our agency to help with homelessness, to provide intervention and compassion when no other resources are available. 

The following are examples of specific local community partnerships that align with the agencies mission to help facilities improve their lives.  One partnership was in Jackson County through Cummins Engine Company and the fire department along with Jackson County staff ensured that 200 at risk children received clothes, food, and gifts for Christmas.  Cummins also donated 10 bikes for small children.  Another local Jackson County collaboration is A local emergency fund supported by local churches provided households with services of gas for work, utilities, rent, medicine, food, school supplies, and school clothes with an aggregated dollar value of $19,279.00. 

A Newly formed Partnership with Shelby County through City government and County Commissioners exhibit a community working together to help with homeless issues and to ensure that people living in unsafe housing conditions are placed in safe housing:  Equally important as partnerships is volunteerism:  In 2008 volunteers donated 28,151 hours of volunteer time to our agency.  A specific volunteer effort in Jackson County is the Salvation Army Kettle drive which utilizes over 500 volunteers from area churches, businesses, clubs, and organizations.  For the last two years – Our County Director has ensured that her county was #1 one by recruiting her volunteers to help raise over $30,000.00 dollars which stays and helped 384 families in Jackson County with utility assistance, rent, medicine, gas for work, flood victim intervention, a furnace, and school clothes.

Agency program highlights for 2008 include: 

549 families received Section 8 Housing voucher assistance with an aggregated dollar amount of 2,548,601.00.  As the recession continued to worsen the agency seen more need for food assistance. Human Services, Inc. delivered 517,722 pounds of food to food outlets where they distributed to 53,665 households with a total food value at $357,225.00.  6,691 households and 15,872 household members received help with their heating cost Through the Energy Assistance program. 

There was an identified gap in emergency medical services for people living in Jackson County so the agency met with community members to determine the needs and created what we call the CSBG medical program to provide one time emergency medical intervention for people. 101 persons received help with prescription cost, eye care, dental care, or help with paying for a doctor visit.  2008 proved to be an eventful year – floods, a slowed economy, people out of jobs and people losing their homes; and by the end of the year a nation in a recession; 

Human Services, Inc. is a strong agency with diversified and qualified Board of Directors and competent staff who are committed to finding methods for adhering to the needs of the changing climates that we are currently enduring; These support systems and the support of our partners will aid in helping families help themselves improve their lives.  Winston Churchill once said, Success is not final, failure is not fatal; it is the courage to continue that counts;

Human Services, Inc. Organizational Environment:

The organizations main programs/funding sources administered include, Head Start program, Homeless Shelter, Transitional Housing, Continuum of Care, Emergency Shelter, Case Management, EFSP -assistance with rent, utilities, food, USDA Commodities, Energy Assistance, Child Care Development Fund, The Housing Choice Voucher program (Section 8 Housing), weatherization programs utilizing DOE, SWEEP, LIHEAP, Vectren, and DSM funds, CSBG, and WIC. The agency maintains a Family Learning Center which enables the agency to provide a broad array of educational interventions such as: life skills classes, budgeting classes, tenant rights classes, parenting classes, home buying classes, and job search classes. Programs and services are delivered through the 21 various facilities that the agency maintains.  The agency also sub-contracts with another Community Action Agency to deliver CCDF services to families living in their service area. 

Program services are delivered through one on one appointments, walk-ins, mail-in applications, phone interviews and conversations,  fax technology, as well as, home visits when deemed necessary, and group educational sessions.  The purpose of the agency is to administer services that teach people to help themselves through various avenues and methods.  The mission of the organization is to provide visible leadership and serve communities and families in need.  The agency works to improve family’s quality of life while respecting their dignity through collaboration and cooperation, utilizing a variety of resources in South Central Indiana.  The vision of the agency is to provide services to families and individuals in an environment conducive to meeting the changing needs of our communities. 

The agency markets its services through the development of new partnerships and collaborations that enhance the quality of program operations.  The agency adheres to a high standard of ethnics that empowers families, individuals, and communities to achieve a greater quality of life with reduced barriers that produce poverty.  The agencies’ value’s serve to drive our decisions, permeates the organization, and by consensus of the planning team, is the one last thing our culture would give up.  The agency values accomplishments, integrity, collaboration, respect, professionalism, and compassion.  Human Services, Inc. employment profile consists of 113 full time employees, 15 part-time employees, and at this point in time 10 contract employees. Composition of the employee population is 14.84% males and 85.16% females.  Education levels vary from program to program and position within the program. 

Most employees have either a GED or high school diploma.  Education/accreditation of employees further depends on federal and contract regulations. Bargaining units for salary is determined by conducting wage comparability studies every three years for similar and like positions.  The agency adheres to ADA, OSCHA, EEOC, local, state, federal, laws, and contract regulatory requirements.  OMB A-110, A-122, A-133, as well as, sounds financial practices spearhead financial and program policies and procedures and are derived from contract provisions, state and federal regulations and laws that direct the funding sources.  The agency operates 21 different facilities utilizing computer and server technologies, fax machines, copiers, phone systems, internet, email, and utilizes multiple data base tracking systems. The agencies key customers consists of funding sources, vendors, local/county government, all partners, employees, local community residents, and Board of Directors. 

The agencies constituents include low income and at-risk populations eligible for services and citizens in need of essential services. The agencies community segments include and are not limited to schools and their regions, City and County Government divisions, as well as, townships that the agency collaborate with for resources and services.  Customer groups, constituents, and community segments vary among each community and agency service area based on the culture and available resources within the community.   The agencies suppliers are a key element of attaining success.  It takes many resources coming together to share essential ingredients to successfully fulfill the needs of the poor living and at risk populations in our communities.  It is the United Way organizations, foundations, local government, volunteers, churches, and donors who provide their resources to achieve greater results and outcomes. 

Many times, local suppliers fill the gaps that State and Federal funding sources can’t fill due to requirements and regulations.  Often times, it is the local suppliers who provide the match resources necessary to handle and deliver State and federal grants and contracts.  Another key element of achieving success for our families, as well as, our agency is  the shared common goals and mission of the agencies that partner together.  Some partnerships and collaborations such as; our volunteers, The DFR offices, Resources & Referral, School Systems, Salvation Army, and local domestic violence centers are examples of non-financial packs where expertise is actively shared among the entities.   The agency utilizes multiple avenues for conveying the agencies message. 

The agency web-site provides information to both employees and the general public.  Agency brochures are available to promote the mission and services available through the agency.  Our letterhead and fax form serve to inform others of our mission plus is utilized as an identifier of the agency physical locations and contacts.  The agency displays the agency mission and the Community Action Promise at all 21 facilities and in the Board meeting/training room.  Other avenues of shared communication include the agency newsletter, attending and participating in community functions with other organizations, participation in promoting agency successes in magazine and newspaper articles, as well as, utilizing available radio spots to tell our story.   

Human Services, Inc. Organizational Challenges:

The agency has competitors for several types of services/deliverables offered.  The competition is mainly related to receipt of resources, as opposed to a competition to enroll or otherwise engage clients.  The Horizon House Homeless Shelter competes with other shelters across the state for operational funding.  Non-shelter homeless case management services are also funded on a competitive basis.  The food pantries compete with other food pantries for donations of food.  Head Start competes with other child care programs when seeking local match support.  Interestingly, enough, as non-profits we are expected to assist our competition by sharing expertise and resources in order to benefit those we all serve.  The assessment of the competitor’s challenges and competition takes form of the continual improvement of our processes to be user-friendly in a low-cost manner with the most effective results as well as engaging our competitors in discussions to determine quality benchmarks and best practices. 

The principal factors that determine the agency’s success relative to competitors are efficiency and effectiveness, i.e. outcomes, as communicated to our funders who then make the funding decisions.  The changes taking place that might affect the agency’s competitive situation are massive funding changes affecting all funding groups due to the economy.  Non-governmental and/or local funding has diminished with governmental funding increases to offset the economic downturn.  Governmental funding, however, requires significantly more documentation than other funding entities and offers little flexibility for how the funds are spent.  Agencies receiving more governmental funding are therefore unable to be as effective as those receiving other funding because of the required attention to administrative issues over the attention to serving clients in a way meaningful to the client’s individual situation. 

Although this could be remedied by additional funding for administrative functions, the opposite happens with unrealistic low caps on administrative expenses. The agency maintains an organizational focus on performance and continuous improvement through the development of the agency Strategic Plan and programs goals, working sub-committees, group meetings, board member involvement, community member involvements, and use of effective tools to evaluate our progress, challenges, opportunities, and high achievements.  The agency enlists and encourages employees to pursue their own professional development by incorporating training policies into the agencies personnel policies and procedures manual and employee evaluation processes.