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OPPORTUNITY

CONTINUOUS IMPROVEMENT

PARTNERSHIP

2018

HINDS COUNTY HUMAN RESOURCE AGENCY

2018 ANNUAL REPORT


PROGRESS

DEVELOPMENT

LEADERSHIP

COMMUNITY


TABLE OF CONTENTS INSPIRE

SUCCESS

MOVING FORWARD

4

HCHRA: Who We Are/ What We Do

6

Governance

8

Service Locations

10

Community Strengths and Needs

10

Opportunities for Success

13

Head Start Enrollment Data

14

Training and Staffing

16

Children Are Smarter and Healthier

19

Families Are Stronger

22

What Is Poverty and What Is HCHRA Doing About It?

25

Customers Served

26

Partnerships, Projects and Community Impact

28

Our Community Is Better Because HCHRA Is Here

32

Fiscal Data and Funding Sources

37

Executive Summary


MESSAGE FROM THE CEO Each year, Hinds County Human Resource Agency (HCHRA) assesses the local economy, surveys our customers, and examines our service delivery model to ensure that we are effectively providing opportunities that contribute to the growth and success of our communities. In 2018, our leadership team, with the support of our Board of Directors, made significant changes in operations that resulted in tremendous growth. We not only advanced our service delivery model, but improved the way we engage with our customers.

For many years, multi-purpose agencies with many departments have divisions that work

“Without continual

growth and progress, such words as improvement,

achievement, and success have no meaning.”

— Benjamin Franklin

in silos, as did HCHRA, until we saw that we could become more efficient and create greater success for our community by realigning staff and streamlining processes. 2018 was a year of learning, testing and evolution. We finalized an internal merger that consolidated our social service programs and removed the barriers that siloed our Agency. Last year also signaled the end of a three-year strategic plan. Our collective efforts resulted in new heights for agency capacity building, improved coordination among departments, and accelerated technological growth and communications — much of which you will see reflected in the annual report. It was very rewarding to see teams at all levels come together in our resolve to improve. However, there is still much more work to be done. With new breath, we have assembled to create a new plan that I am sure will prove to be a driver for continual growth and progress for years to come. Until next year, thank you for your continued interest and support in our efforts to help families and strengthen communities.

Kenn Cockrell President & CEO

BRIDGING THE GAP

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MESSAGE FROM THE CHAIRMAN OF THE BOARD On behalf of the Board of Directors, I am pleased to present HCHRA’s 2018 annual report. It provides transparency to our stakeholders and the general public on our performance and demonstrates that HCHRA is a robust organization that is on a steady course for continuous improvement and improved outcomes. 2018 was a year of excitement, challenges and success. It marked the close of a threeyear strategic plan that set out aggressive but obtainable goals to help us focus on capacity building, while remaining focused on helping families and strengthening communities. Under the leadership of the Board of Directors, the strategic plan was developed to guide all of the Agency’s service efforts towards reaching successful and measurable outcomes in the lives of the children and families we serve. We achieved enormous growth over the duration of the plan. We are also proud to report that 2018 resulted in continued financial stability and increased community support. We are incredibly thankful to our donors and community partners who believe in our mission and support our vision. With their support and the service provided by a dedicated team of staff, HCHRA positively impacted the lives of more than 14,000 individuals. We welcome you to take a look at the annual report to learn more about the important work we do for the community here at HCHRA – especially those who are hardest hit by persistent poverty. Although we may never truly eradicate poverty, you will see that we are definitely making progress, and it shall remain the mission of HCHRA to empower the disadvantaged Hinds County citizens to become self-reliant and realize their full potential. Sincerely,

Chera Harper Chairman Board of Directors

HCHRA 2018 ANNUAL REPORT

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HCHRA “I have never met anyone who says it was their life’s goal to be poor….not one.” No words have ever been truer than those words spoken by Kenn Cockrell, the president and CEO of Hinds County Human Resource Agency. Cockrell first came to the agency in 1985 when he was hired as director of planning & evaluation. He learned every aspect of the business and within eight years, he was chosen by the Board of Directors to lead the organization and carry out its mission to empower disadvantaged citizens to become self-reliant and realize their full potential. Hinds County Human Resource Agency (HCHRA) is a Community Action Agency which was birthed out of President Lyndon B. Johnson’s 1964 declaration of an unconditional war on poverty in America. At the time, nearly 20 percent of Americans were poor. President Johnson considered the depth and extent of poverty in the country to be a national disgrace that merited a national response. And so, the War on Poverty began.

It shall be the mission of HCHRA to empower disadvantaged citizens to become self-reliant and realize their full potential.

As part of the War on Poverty, the Economic Opportunity Act of 1964 authorized the formation of local Community Action Agencies to carry out its mission at the local level. Its purpose was to eliminate poverty, expand educational opportunities, increase the safety net for the poor and unemployed, and tend to health and financial needs of the elderly. HCHRA got its start in 1976, after its predecessor, Community Services Association, was dissolved. In 1977, HCHRA began operating as a public nonprofit organization. A very small organization at the time, the Hinds County Board of Supervisors provided HCHRA with financial and other support, and the City of Jackson donated space and resources.

WHO WE ARE Governed by a Board of Directors made up of representatives from the public, private and poor sectors of the community, HCHRA exists to serve the public interest in seeking out the conditions of poverty and eliminating its causes. Since its inception, HCHRA has successfully operated as one of the largest Community Action Agencies in Mississippi and it is the only Community Action Agency in Hinds County. Today,

the agency employs almost 400 individuals and has a tremendous impact on the economic growth and viability of the local economy.

WHAT WE DO Poverty is the threshold below which families or individuals are considered to be lacking the resources to meet the basic needs for healthy living; having insufficient income to provide the food, shelter and clothing needed to preserve health.

TOTAL VOLUNTEER HOURS:

598,512 595,689

Of the volunteer hours contributed hours were donated by low-income individuals. That’s an average of employees a week. 4 HCHRA 2018 ANNUAL REPORT

288 additional full-time


Very often, a lack of jobs and money is not the cause of poverty, but the symptom. The cause most often lies in a lack of access to education and training, in a lack of medical care and housing, in a lack of decent communities in which to live and bring up children, or in the lack of opportunity to develop one’s own capacities. Responsible for the start of all Community Action Agencies, the War on Poverty was founded on the most conservative principle: put the power in the local community, not in Washington; give people at the grassroots level the ability to stand tall on their own two feet. That’s exactly what HCHRA does — it gives citizens the best possible opportunities for success.

FAMILY

HCHRA 2018 ANNUAL REPORT

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HCHRA BOARD OF DIRECTORS

Ms. Chera Harper Chairman of the Board

Mr. DeJohn K. Hampton Vice Chairman of the Board

Ms. Veniti Williams Board Secretary

Ms. Karla D. Turner-Bailey, Ph.D. Assistant Board Secretary

Nonprofit Executive New Way Mississippi, Inc. Representative for the Poor Sector – District IV

Captain Mississippi Department of Transportation Law Enforcement Chief of Police Terry Police Department Representative for the Private Sector

Budget Analyst Jackson Public Schools Representative for the Public Sector – District III

Agricultural Education Teacher Claiborne County Career & Technical Education Center Representative for the Public Sector – District V

Ms. Mabel Bankston

Mr. Frederick Casher

Mr. Marshand Crisler

Atty. Tony Gaylor

Retired Educator Representative for the Public Sector – District II

Retired Educator Representative for the Poor Sector – District I

President & CEO Crisler Clear Consulting, LLC Representative for the Poor Sector – District III

Partner Chambers & Gaylor Law Firm, PLLC Representative for the Private Sector

15,865 The Number of Hours HCHRA Staff and Its Board Members Spent on Agency Capacity Building Activities

977

Board Members gave of those hours participating in training, planning and assessment activities

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Ms. Kelli Hart

Ms. Clarisse Jones

Administrator New Hope Christian School Representative for the Public Sector – District I

Shipping Clerk Advance Auto Representative for the Poor Sector – District V

Ms. Laurie Smith Lawson Ph.D., LCSW Executive Director Clinton Community Christian Corporation Chair, Department of Social Work Mississippi College Representative for the Public Sector – District IV


Governing bodies ensure there is ongoing monitoring and oversight that result in performance, progress and continuous program improvement.

Mr. Tyrone Lewis

Ms. Pat Magee

Mr. Henry Thomas, CPA

Ms. Joeann Williams, Ph.D.

Retired Police Chief for the City of Jackson and Former Sheriff of Hinds County Real Estate Investor T&L Properties Representative for the Poor Sector – District II

Administrator Utopia Assisted Living Representative for the Private Sector

Instructor of Accounting Jackson State University Representative for the Private Sector

Retired Educator Representative for the Private Sector

HCHRA HEAD START POLICY COUNCIL Mr. SirByron Bailey

Ms. Emily Matlock

Ms. Mildred Cole

Welcome Head Start Center

Willowood Developmental Center

Isable Elementary School

Ms. Precious M. Berry

Mr. Charles Mayfield

Ms. Brittney Brown

Midtown Head Start Center

Oak Forest Early Head Start Center

Gertrude Ellis Head Start Center

Ms. Shonna Clark

Dr. Andrea Montgomery

Ms. Jasmone Bolar

Community Representative

Community Representative

Westside Head Start Center

Ms. Jessica Funchess

Ms. Nakeithea Stuckey

Della J. Caugills Early Head Start Center

Annie Smith/Tougaloo Early Head Start Center

Ms. Chera Harper

Ms. Olivia Tate

Community Representative

South Jackson Head Start Center

Ms. Shmeetra Hoskins

Ms. Ruby Washington

Community Representative

Community Representative

Ms. Angel Carter

Ms. Ora Weatherspoon

Edwards Head Start Center

Richard Brandon Head Start Center

Ms. Ebony Jenkins-Owens

Dr. Joeann Williams

Edwards Early Head Start Center

Community Representative

Ms. Rosevelyn B. Joiner

Ms. Tenika Winters

St. Thomas Head Start Center

Community Representative

Ms. Catina Lake

Ms. Fanicia Houseton

Community Representative

Eulander Kendrick Head Start Center

Attorney Gloria Green

Ms. Teneshia LeBran

Ms. Gwen Wilks

Oak Forest Head Start Center

Nicole Martin

Martin Head Start Center

Ms. Towanda Martin

Ms. Valencia Gray

Community Representative

Mary C. Jones Head Start Center

HEAD START ADVISORY COMMITTEE Ms. Ann Burton Acting Chairman

Ms. Angela Burleigh Mr. Wayne Goodwin

Mr. Cedric Morgan

HCHRA 2018 ANNUAL REPORT

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SERVING ALL OF

HINDS COUNTY

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EARLY HEAD START CENTERS 1

Della J. Caugills

3

3383 Terry Road | Jackson, MS 2

Edwards

Oak Forest 3023 Ridgeland Drive | Jackson, MS

4

105 Williamson Avenue | Edwards, MS

Annie S. Smith – Tougaloo 132 Vine Street | Jackson, MS

HEAD START CENTERS 5

Richard Brandon

11

5920 N. State Street | Jackson, MS 2

Edwards

134 E. Fortification Street | Jackson, MS 3

105 Williamson Avenue | Edwards, MS 6

Gertrude Ellis Isable Elementary School (Satellite Head Start Classroom) 1716 Isable Street | Jackson, MS

8

12

9

13

South Jackson 3020 Grey Boulevard | Jackson, MS

14

Welcome 2873 Old Adams Station Road | Utica, MS

15

Eulander P. Kendrick 642 Morgan Drive | Terry, MS

St. Thomas 3850 S. Norrell Road | Bolton, MS

Mary C. Jones 2050 Martin Luther King Drive | Jackson, MS

Oak Forest 3023 Ridgeland Drive | Jackson, MS

7293 Gary Road | Byram, MS 7

Midtown

Westside 1450 Wiggins Road | Jackson, MS

16

10 Martin

Willowood Developmental Center (Satellite Head Start Classrooms) 1635 Boling Street | Jackson, MS

555 S. Roach Street | Jackson, MS

NEIGHBORHOOD SERVICE CENTERS 1

Edwards NSC 105 Williamson Avenue | Edwards, MS

2

3

Little Bethel NSC 205 Brown Street | Terry, MS

Laura E. McNair – Shady Grove NSC

Mailing address for HCHRA facilities: P.O. Box 22657 Jackson, MS 39225-2657

2118 Ridgeway Street | Jackson, MS

HCHRA CENTRAL OFFICE 258 Maddox Road | Jackson, Mississippi | 601-923-3930 HCHRA HCHRA 2018 2018 ANNUAL ANNUAL REPORT REPORT

9 9


In the beginning, HCHRA administered a wide range of opportunities to assist the families and children in Hinds County because they were the ones who needed help the most. As new community needs were identified, the agency began to offer disaster relief, transportation, weatherization, rental assistance and energy crisis assistance programs to meet the needs. HCHRA provides services to low-income individuals and families who reside in Hinds County, which includes the cities and towns of Bolton, Byram, Clinton, Edwards, Jackson, Learned, Raymond, Terry, and Utica. The county is classified by the U.S. Census Bureau as an urban-rural area due to the densely developed city of Jackson and urban clusters, along with the more rural cities and towns located within the county borders. Hinds County is the most populous county in Mississippi. Located in the Jackson Metropolitan Statistical Area (MSA), we are part of the 94th largest area out of the nation’s 381 MSAs and we serve as the center of professional, educational, business and industrial activity in the state. While we are the most heavily populated county in the state, data shows that our population has decreased by 2.4% since the 2010 Census and it is projected to have decreased even more by the time the 2020 Census is conducted.

Based on the latest U.S. Census data, Hinds County is reported to have 48,378 individuals living in poverty. That’s 20.2% of the 239,497 people living in the county. Compared to the national poverty rate of 12.3%, the rate in Hinds County is 7.9 percentage points higher. Each year, the agency spends a considerable amount of time collecting data and interviewing thousands of area citizens to determine what services and opportunities are needed to positively impact the communities we serve. To ensure the best possible outcomes, we also look to see what factors have the greatest potential to impede success, and we develop strategies to overcome those threats. Based upon our 2017-2018 Community Strengths and Needs Assessment, HCHRA found that Hinds County has the greatest

EDUCATION

10 HCHRA 2018 ANNUAL REPORT

need for information, services and opportunities in the areas of employment, education, and housing. While several other needs were identified, these three were shown to be the most critical of them all for the citizens in Hinds County. A full copy of the Community Strength and Needs Assessment can be found at www.hchra.org under REPORTS & PLANS. In direct response to the findings of the 2017-2018 needs assessment, HCHRA made employment, education, and housing its top priorities in 2018. Here in our 2018 annual report, you will see how HCHRA administered Head Start and Early Head Start Programs, rural transportation for the elderly and disabled, home-delivered meals, home energy assistance, and case management services and programs to effectively address the needs of the community.

OPPORTUNITIES FOR SUCCESS

COMMUNITY STRENGTHS & NEEDS

“Education is the most powerful weapon which you can use to change the world.” - Nelson Mandela

Education is the key to eliminating inequality and reducing poverty. According to statistics provided by The Campaign for Grade-Level Reading, children born into low-income families do not have access to the brain developing activities found in high-income family childcare centers. As a result, low-income children will be two times more likely to experience developmental delays. By their third birthday, low-income children are exposed to 30,000,000 fewer words and have 61% fewer children’s books in the home than their affluent counterparts. By the time they reach kindergarten they will have fallen behind in language and pre-reading skills by 12 to 14 months. Getting to school is also a big challenge — transportation, housing and health issues will cause chronic absence. By the time they reach 3rd grade, they will be 2 to 2.5 years behind in critical reading skills, and will be 13 times more likely to drop out of school because they can’t read at grade level. The results are catastrophic.

Fortunately, for the families in Hinds County, HCHRA offers high-quality early childhood education opportunities for children as well as education opportunities for adults, helping to break the cycles of poverty.

EMPLOYMENT

HOUSING


In 2018, HCHRA served 2,247 children and their families through its Head Start and Early Head Start preschool education programs. The Head Start program serves children from age three up to five years old. The program supports children’s growth and development in a positive learning environment and helps children progress in social skills and emotional well-being, along with language and literacy learning, and concept development. We ensure that all children receive health and developmental screenings, oral health and mental health support. Each child’s perceptual, motor, and physical development is supported to permit them to fully explore and function in their environment. Early Head Start provides comprehensive child development and family support services to low-income infants and toddlers and their families, and to pregnant women and their families. Early Head Start services encompass the full range of a family’s needs from pregnancy through a child’s third birthday. Another specialized program offered by Early Head Start is the Expectant Mothers Program. It is designed to create a healthy head start for children even before birth by meeting the medical and social needs of expectant mothers. Each mother is teamed up with a Family Opportunities Advisor who visits the mother to provide encouragement and support, helps her identify health care providers, set and keep medical appointments. Early Head Start’s goal is to enroll mothers in

the program during their first trimester of pregnancy so that they and their babies get the greatest benefits of quality prenatal care. The program provides information and offers monthly training sessions to help prepare families for the birth and care of their newborn babies. In addition to the prenatal and postnatal services provided to the mothers, Early Head Start makes plans with the family to enroll the newborn infant in its program at six weeks. It is widely known that HCHRA operates Head Start programs for infants, toddlers and preschoolers up to five years old. What many may not know is that HCHRA offers special programs for children

with disabilities. By the end of the school year, we had served 67 children who required disability and/or special education services. Based upon each of their unique needs, we developed individualized education plans to make sure they received the needed therapeutic and developmental services and experienced the full range of learning and enrichment activities provided to all Head Start children without being isolated from their peers. Though eligibility is primarily based on age, residency and income guidelines, families of children with special needs or disabilities are given priority for enrollment regardless of income. We provide speech, physical and occupational therapies; one-on-one interaction with licensed professionals and small group exercises.

HCHRA 2018 ANNUAL REPORT

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THE STORY OF HOPE Anyone who works in a Head Start center has the great fortune of witnessing and being a part of amazing progress and transformation every day. One of HCHRA’s greatest examples of child and family success is centered around a three-year-old student with Down’s syndrome. We’ll call her “Hope.” When Hope’s mother was six months pregnant with her, the doctors determined that she would be born with Down’s syndrome. Her parents were convinced that no one could possibly care for Hope the way they would, so they decided that the mother would quit her job to stay home and care for her once she was born. Shortly after Hope was born, her father became ill and could no longer work full-time. This placed a tremendous financial strain on the family of five, which included Hope’s nine- and seven-year-old sisters. Nonetheless, Hope’s mom would continue to stay home to care for her, and they would make great sacrifices to make ends meet. At three years of age, the doctor’s evaluation revealed that Hope showed developmental delays in all areas and only had the abilities of an 18 month old, which impaired her ability to express her needs and wants. For the first time, Hope’s parents considered allowing her to enroll in school in hopes of developing social and cognitive skills. There was a Head Start center near their home; but some friends at church suggested that Head Start would not adequately meet her needs and strongly felt that Hope would get much better care and education at a private day care center located in a neighboring county. Hope’s parents weren’t sure how they would afford day care, but it would be necessary.

INSPIRING

Hope’s parents researched their options. At the invitation of the staff, they scheduled a visit to the Head Start center to discuss Hope’s needs and to find out what services the center could offer. Hope’s father was working, so her mom had to go alone. The mother was greeted by a team that was ready to welcome Hope into the Head Start family. The team included a health specialist, family services worker, speech therapist, exceptional services preschool teacher, disabilities services specialist, and the center administrator. Each explained how they would work to make sure that Hope received the best possible education and care. Hesitant, but willing to give it a try, Hope’s parents enrolled her at the Head Start center. Hope’s mom would only allow her to attend the center three days a week, because she wasn’t comfortable with her being away more often than that. Hope’s mother admits that she always allowed Hope to have her way. She rarely disciplined her or required her to abide by the rules. She

12 HCHRA 2018 ANNUAL REPORT

allowed her to run free…literally. When Hope arrived at the Head Start center, one of the first things she did was run out of the door — not because she was afraid or didn’t want to be there, she just wanted to run free. Hope refused to sit at the table with other students for meal time or instruction. She preferred sitting in the play areas for all of her activity. She was not forming words or sentences; she had not been potty-trained; and she used her hands to eat, often reaching into her classmates’ plates to get their food, just like she did her sisters at home. Upon her enrollment, the Head Start staff immediately paired Hope with a disability aide, and set up language therapy sessions, as well as special instructional services sessions. The therapy and instruction time were limited because Hope was only at the center three days a week. The disability aide said that she and the other staff immediately fell in love with Hope’s beautiful spirit, and saw that she had the potential to make great progress. Within one month, Hope was potty trained and would let you know she had to go by telling you while she was running to the restroom. She was sitting at the table for meals and instruction; and could now properly hold a fork and spoon. Over the course of the school year, Hope began using words and forming sentences. She learned to properly hold a pencil and wash her hands while singing her version of “Old McDonald.” Soon, Hope’s mom began calling the disability services specialist to report the great things that Hope was mastering at home when she was away from school. During one of their many conversations, the disability services specialist provided information to Hope’s mother on how to apply for SSI benefits, given Hope’s diagnosis. As a result, Hope began receiving financial assistance to help her parents cover the costs of her specialized care. On a field trip to the Mississippi Agriculture and Forestry Museum, Hope’s mother accompanied the Head Start class. Concerned that Hope might run and stray away from the class, her mother held her hand. Hope expressed that she did not want her hand held because she wanted to walk in line independently like the rest of her class. Hope’s development and academic progress, and the financial assistance the family received were rewards far greater than any they ever expected, but Hope’s independence was her mother’s greatest reward.HCHRA is proud to be a part of the story of hope.


HEAD START ENROLLMENT DATA

86% average monthly attendance 72% income-eligible children served

Early Head Start:

Head Start:

Under 1

2-year-olds

24 1-year-olds 52 2-year-olds 46 Pregnant Women

3-year-olds

38

4-year-olds

130 1,003 954

HCHRA operates

7

2,247children were served, including 67

Total Enrollment

2,087 Early Head Start 160 Head Start

Total enrollment is the actual number of children served throughout the school year.

12

Head Start Centers,

Satellite Classrooms and

4

Early Head Start

programs throughout Hinds County., Mississippi.

A total of

who received special education/ disability services.

812

of our 4-year-olds were developmentally ready to enter

PARENT/GUARDIAN DATA

kindergarten in 2018.

Job Training/School

1,870 Not Attending Job Training/School 187 Attending Job Training/School Education Level Baccalaureate or Advanced Degree

HEAD START CHILD AND FAMILY DATA

113

Associate Degree, Vocational School, or Some College

981

657 Less than High School Graduate 305 High School Graduate or GED

Children in our Head Start and Early Head Start programs represent diverse cultural and ethnic backgrounds.

Funded Enrollment:

ETHNICITY/RACE OF HEAD START AND EARLY HEAD START CHILDREN

1,834 Head Start 104 Early Head Start

Head Start:

2,000 White 24 Multi-Racial 36 Asian 5 Native Hawaiian 1 Hispanic 21 Black or African American

Early Head Start: Black or African American Multi-Racial

2

157

Asian

1

Families Served:

TOTAL HEAD START AND EARLY HEAD START FAMILIES

1,286 Employed 771 Unemployed 18 Active U.S. Military or Veteran 1,807 Single Parent 250 Two Parents

1,922 Head Start 135 Early Head Start Enrollment Below Federal Poverty Level:

1,478 Head Start 129 Early Head Start HCHRA 2018 ANNUAL REPORT

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HEAD START STAFF TRAINING The school year began with comprehensive intense pre-service training, followed by a series of in-service training conferences that were held throughout the year. Here’s a partial list of training sessions that were conducted.

HCHRA understands that gains in child outcomes are directly correlated with teacher gains. That’s why we invest a significant amount of time and resources in providing training and technical assistance to our staff.

EDUCATION, FAMILY AND COMMUNITY ENGAGEMENT • Child Abuse and Neglect Prevention and Reporting • Personnel Policies and Procedures • Family Engagement Outcomes and Language Literacy • Head Start A to Z: Ongoing Monitoring • Experience with the New Aligned Monitoring System 2.0 • Team Building for Head Start Success • Engaging Parents/Families in the Growth and Development of Children

NUTRITION, HEALTH & SAFETY • Foodborne Illnesses • Preventive Measures and Healthy Choices • CPR/First Aid Certification Training • Food Safety • Production • Meal Pattern • Best Practices

• Creating a Culture of Safety

• Importance of Collecting and Analyzing Data to Produce Effective Outcomes and Ensure Program Compliance • PFCE Framework Updates and the Importance of Building Relationships with Families and Community • Success from the Start: School Readiness • Social/Emotional Development and Disabilities in Young Children • 2018 Community Strengths and Needs Assessment • Virtual ROMA 101

• Classroom Organization

• Introduction to ROMA (Results-Orientated Management and Accountability)

• Instructional Support

• Conflict Resolution for Directors and Staff

• Head Start Early Learning Outcomes Framework (ELOF)

• FY 201 Focus Area Two Monitoring Protocol

• Managing Children’s Challenging Behaviors by Becoming Trauma Informed • How to effectively Monitor & Measure Program Success

• Ongoing Monitoring: Understanding Performance for Continuous Improvement • How to Develop Effective Corrective Action Plans

FACILITIES • Workplace Safety: The Importance of Recognizing and Reporting Hazards • Health and Safety Practices: Facilities • Health and Safety Practices: Outdoor Playground Areas • Are You Prepared? – Disaster Readiness

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• The Fats, Oils and Grease (FOG) Program


STAFFING HCHRA employs a talented group of hard-working individuals who are well-trained and com-

CLASS stands for the

petent in their roles. In addition to hiring qualified individuals, HCHRA offers ongo-

Classroom Assessment

ing training and support to ensure quality performance and the best possible outcomes for the children and families we serve.

Scoring System, an observational instrument developed at the Curry

HCHRA’s new DFO staffing pattern consists of

34

family

opportunities advisors (FOAs) with various levels of responsibility. In 2018, this included

1

31

FOAs with bachelor degrees and

with an advanced degree.

School Center for Advanced Study of Teaching and Learning that measures the quality of interactions between teachers and students in PK-12

Teacher Qualifications

Head Start Teachers

Head Start Teacher Assistants

Early Head Start Teachers

34 53 12

2 28 69

7 12 0

Advanced Degree Bachelor’s Degree Associate’s Degree

HCHRA employs

19

99

Head Start Teachers,

Early Head Start Teachers.

216

99

classrooms. HCHRA has 54 CLASS certified staff persons.

Teacher Assistants and

are Black and

1

is White.

HCHRA leadership staff has an average of over

19

years of

community action and Head Start experience.

QUALITY ASSURANCE Established in 2017, the Quality Assurance Division is a service function organized and operated primarily for the purpose of conducting audits in accordance with HCHRA Head Start and Early Head Start policies and procedures. The evidential matter gathered from these audits attest to the adequacy of internal control, the degree of compliance with established policies and procedures, and/or their effectiveness and efficiency in achieving organizational objectives. With an increasing call for transparency, HCHRA felt it was critical to be able to show evidence of our commitment to quality to our partners, customers, potential employees, volunteers, funders, stakeholders, and the general public. The Quality Assurance Division gives us real-time perspective on how well our plans are working, and if policies are being interpreted and implemented as we intended. Ongoing monitoring helps us to identify any operational gaps and potential weaknesses, and allows us to provide more specific training and resource allocation in order to improve outcomes and strengthen efficiencies.

HCHRA 2018 ANNUAL REPORT

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CHILDREN ARE SMARTER AND HEALTHIER BECAUSE HCHRA IS HERE STAR LITERACY RESULTS HCHRA students showed a 19% gain in Star Literacy test scores. Star Literacy scores represent how well a student understands concepts and possesses specific skills that are important in the development of reading. These scores represent a snapshot of where the student currently stands as it relates to literacy. At the beginning of the school year, data showed that HCHRA had an average student score of 400. A score of 300-487 places a child as an Early Emergent Reader. Students in this category are beginning to understand that reading involves printed words and sentences, and that print flows from left to right and from top to bottom of the page. They are also beginning to identify colors, shapes, numbers and letters.

HCHRA has Head Start centers located in the

6 of

9 cities in Hinds County.

To ensure that each student was ready for kindergarten, HCHRA’s Head Start Program developed the “Early Literacy Race to 500” campaign. The goal of “Race to 500” was to ensure that HCHRA students transition from Early Emergent Reader to Late Emergent Reader. Late Emergent Readers score 488-674. Students in this category identify most of the letters of the alphabet and can match most of the letters to their sounds. Students are also beginning to read picture books and familiar words around the home. We had multiple centers to surpass the 500 mark, and a few students even scored over 800. Public school districts reported that kindergarten students who came from Head Start, scored an average of 496.57 during their fall testing.

HCHRA partners with Jackson, Hinds County, and Clinton Public School Districts through interagency partnership agreements to ensure open lines of communication and collaboration, which are critical as we work in tandem to promote kindergarten readiness.

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Measuring progress toward school readiness goals ensures that children know and can do what is needed to be ready for kindergarten.

HCHRA establishes school readiness goals that are appropriate for the age and development of each child.

Head Start classroom staff visit kindergarten classrooms and attend other events to become familiar with the various public school activities. HCHRA works to make sure that Head Start parents are fully engaged and that our children possess the social, emotional and education skills needed to successfully transition to kindergarten.

HCHRA views school readiness as children possessing the skills, knowledge, and attitudes necessary for success in school and for later learning and life.

HCHRA respects parents as their children’s primary nurturers, teachers, and advocates, and consults with parents in establishing school readiness goals.

HCHRA’s Children’s Services Division assesses four-year-olds twice a year in alphabet knowledge, numbers, shapes, colors, name identification and writing. Classroom teachers receive assessment score sheets and prepare individualized activities and experiences as further assurance that every child is prepared for kindergarten. HCHRA uses Teaching Strategies GOLD to further ensure that the learning domains match the competencies in the “Mississippi Early Guidelines for Four-Year-Old Children,” which is developed through the Mississippi Department of Education. This technology is utilized three times yearly to assess all children. This process helps not only to determine a child’s present achievement level, but also to develop learning plans as needed for each child.

BELOW

M EETING

PERIOD 3

EXCEEDING

PERIOD 2

Ma th

So cia l-E mo tio na l Ph ys ica l La ng ua ge Co gn itiv e Lit era cy

Ma th

So cia l-E mo tio na l Ph ys ica l La ng ua ge Co gn itiv e Lit era cy

Ma th

So cia l-E mo tio na l Ph ys ica l La ng ua ge Co gn itiv e Lit era cy

CHILD OUTCOMES

PERIOD 1

HCHRA 2018 ANNUAL REPORT

17


In addition to education services, HCHRA provided medical and dental screenings and care, as well as nutrition services to its Head Start students.

To further meet their health needs, mental health and disability services were made available to the children and families we served — assuring their overall health and well-being.

OrganWise Guys

To help aid parents/

Hinds County Human

guardians with reliable

Resource Agency’s Head

transportation to school,

Start program teamed up with America’s number one nutrition education

HCHRA transported

2,079

1,479

Dental Services

2,058

1,929

Well-Child Check-Ups

E ND OF SCHOOL YEAR

2,098

2,082

Medical Access

AT ENROLLMENT

2,169

2,007

meals served to children throughout school year

Health Insurance

285,115

ADDITIONAL CHILD ASSURANCES

The chart to the below shows how many of our children already had access to health care services when they enrolled in Head Start, compared to the level of access that was made available to them as part of our Head Start program services. HCHRA increased and improved the access to health care services for its children in every area.

144

Head Start children daily.

organization — The OrganWise Guys — to provide Head Start centers with impactful resources to teach students about the organs in their bodies in a fun and educational way. Our Head Start students better understand nutritional needs, how to combat obesity, and how to keep their bodies healthy from the inside out.

Staff attended to the developmental needs of children

99 classrooms, 5 days a week for 172 days (for Head Start children) and 201 days in

for (Early Head Start children), for a minimum of

18 HCHRA 2018 ANNUAL REPORT

6 hours each day.


FAMILIES ARE STRONGER BECAUSE HCHRA IS HERE FAMILY WELL-BEING Just as HCHRA focuses on promoting the development and well-being of young children through our Head Start programs, we make sure the parents and families are supported in achieving their own goals, such as housing stability, continued education, and financial security. Prior to enrollment, each of our Head Start families receives a full

assessment using the crisis-to-thriving scale to determine how HCHRA can best provide support to improve outcomes for children and parents together. Assessments are conducted at the beginning of the school year and then once again later in the school year after families have had an opportunity to build a relationship with their family opportunities advisor. The results of the 2017-2018 assessments show that there were improved outcomes in every area and that overall, our Head Start families are more stable than when they first entered the program. This is greatly attributed to the wide array of nutrition, transportation, utility payment assistance, employment and education services and opportunities HCHRA provides to the citizens of Hinds County.

5.66% 6.24%

FAMILY AVERAGE PERFORMANCE BY CENTER

Food and Nutrition

6.47% 6.76%

Housing

7.52% 7.52%

Energy/Utilities

8.20% 8.70%

Healthcare Behavior HealthDisabilities

9.35% 9.39% 8.76% 8.83%

Transportation

8.91% 9.43%

Childcare 7.00% 7.17%

Education 5.57%

Employment

6.39% 6.83% 7.01%

Income Management

TOTAL AVERAGE

7.41% 7.72%

ASSESSMENT 1

ASSESSMENT 2

Parents and families have better results when they are safe, healthy, and have increased financial security. HCHRA uses an assessment-based data system that measures which core needs must be met for our families to be successful. Each family is assessed at the beginning of the school year and then once again later in the school year after interaction with family services staff. These graphs show the growth of our families during the school year, as well as the average results of both the first assessment and the follow-up assessment. This data, when properly and consistently collected and studied, paints a vivid picture of progress of our families.

HCHRA 2018 ANNUAL REPORT

19


HELPING FAMILIES

Conducting assessments for every individual and every family that comes to HCHRA seeking assistance is one way we ensure the provision of high-quality services to those we serve. When someone comes to HCHRA with a specific need, we work in partnership with the customer to help identify areas of life that may be presenting challenges. For every issue and concern we identify, we work together to develop a case management plan and implement long-term sustainable solutions. Take Ms. McDuffy, for example. She came to HCHRA seeking assistance with her utility bills. During the well-being assessment with her family opportunities advisor, Ms. McDuffy spoke of how she always dreamed of obtaining her commercial driver’s license (CDL). Ms. McDuffy and her family opportunities advisor met every two weeks to talk through issues, set goals, and develop a life-plan to help her overcome the obstacles she faced. She was now on the path to self-sufficiency. With CSBG funding, HCHRA helped Ms. McDuffy enroll in a six-week CDL training program. The development of an effective case management plan also helped us to identify an opportunity that would ease her financial burdens while she was in school. Through the LowIncome Home Energy Assistance Program (LIHEAP), HCHRA was able to provide Ms. McDuffy with utility payment assistance to help her manage her household responsibilities on a limited income while she earned her CDL certification. Ms. McDuffy now works for one of the largest supply chain companies in the nation as a commercial driver and enjoys a life of financial independence.

We provide the same opportunities for success to each individual that comes through the doors of HCHRA based upon their needs.

CSBG ALLOWS HCHRA TO BE CREATIVE AROUND COMMUNITY NEEDS CSBG is a federal, anti-poverty block grant which allows HCHRA to combat the central causes of poverty. Whether it’s through a program developed and administered by HCHRA,

STRENGTHENING COMMUNITIES

or in collaboration with one of our 78 community partners, CSBG enables us to develop services and activities to address employment, education, improved financial management, housing, transportation, nutrition, emergency services, and health. In 2018, HCHRA received notice from the Mississippi Department of Human Services that following a review by the Division of Community Services, we were found to have met

100% of the Community Services Block Grant (CSBG) Program organization standards for 2017. The Department of Health and Human Services, Office of Community Services (OCS), is the federal entity that established a set of organizational standards as part of performance management and accountability for the CSBG Program. This includes 58 different standards adopted by the Mississippi Department of Human Services, which has both the authority and responsibility for oversight for HCHRA’s CSBG Program. The standards by which HCHRA’s performance was measured were designed to ensure that the agency has a capacity to provide high-quality services to low-income families and communities, and to provide local solutions to local challenges. Data collected from around the nation has proven that not all customers who come into a Community Action Agency will actually achieve success. Everyone has different needs. Some customers only need utility payment assistance to get over an unexpected hardship or overcome short-term barriers. Others may a full-blown crisis that can only be overcome with follow-through on a well-developed case management plan. For the last 50 years, the data shows that only 10% of all customers will achieve measurable outcomes. In 2018, HCHRA served 14,000 individuals from 4,000 different households.

20 HCHRA 2018 ANNUAL REPORT


HCHRA provided assistance with emergency/crisis intervention, housing, mental health services and substance abuse prevention to

16 Head Start Families and 2 Early Head Start Families. We

also provided assistance with English as a second language, adult education, job training, health education and parenting education to

117 Head Start Families and 5 Early Head Start Families.

“How far you can go in life depends on your being tender with the young, compassionate with the

aged, sympathetic with the

33 individuals received vocational/

19 households improved energy

collegiate education tuition assistance;

efficiency and/or energy burden

17 unemployed adults obtained

41

reduction in their homes through

striving and tolerant of the weak and strong. Because

weatherization referrals. They

one day you will have been

obtained and/or maintained safe and

experienced improved health and

all of these.”

affordable housing;

safety due to the improvements

employment up to a living wage;

20 individuals

participated in programs to improve their physical health and well-being

within their homes.

— G.W. Carver

HCHRA 2018 ANNUAL REPORT

21


WHAT IS POVERTY AND WHAT IS HCHRA DOING ABOUT IT? Money, income and wealth are the first things people think of when talking about instability and poverty. When viewing one’s self, people believe failure or the inability to succeed is based on outside circumstances and constraints. When viewing others, people believe failure is the result of poor choices and behaviors. While income is important to stabilizing lives, it is important to take into consideration that poverty is the extent to which an individual does without resources.

The conditions of poverty are often factors which keep individuals impoverished.

Take Mr. Lewis, for example. He is the sole breadwinner in his two-parent household with two young children. He is a laborer with a specialized technical skill and has done the same kind of work for years at the same plant. He goes to work every day, pays his taxes, saves a little money, takes care of his home, and he’s active in his community. His wife is a full-time mother and manages the home. Mr. Lewis was suddenly laid off because of cutbacks. He immediately begins looking for work but can’t find a job that pays well enough to replace the salary he lost. He takes whatever work he can find just to try to keep things going until he can find something better. After a few months of living off of their savings and the wages from a low-paying job, the family spirals into debt and can no longer meet their financial obligations. He now finds himself reaching out to HCHRA to keep the utilities on and prevent foreclosure. Mr. Lewis, like so many others seeking employment, discovered that a lot of job opportunities exist, but many of the available options don’t pay well enough to secure the most basic needs, let alone sustain a family. It’s easy to assume that most people can’t pay their utility bills and face eviction because of poor financial decisions. That is often true, but quite often, unexpected life circumstances cause financial hardships.

In 2018, HCHRA made

8,126

utility payments to keep

3,281 families safe and ensure they were able to continue healthy routines. Children were able to report to school, adults were able to report to work, and lifesaving health treatments were uninterrupted because families had access to electricity, clean running water, and adequate heating and cooling.

22 HCHRA 2018 ANNUAL REPORT


In its quest to stabilize families and strengthen communities, HCHRA mobilizes resources to effectively address the causes and conditions of poverty. Through its Emergency Solutions Grant (ESG) program, HCHRA provides housing relocation and stabilization services, and pays for rental arrears, as necessary, to assist in rapidly re-housing homeless individuals or to place families in permanent housing. Because of the resources and opportunities provided by HCHRA, Mr. Lewis was able to avoid foreclosure and utility shutoffs until he went back to work at a sustainable rate of pay.

$46,102 prevented 22 families from being homeless

Poverty is not only determined by the amount of income, but also depends on the access to services. Consider the far-reaching impacts of the lack of access to food and transportation, especially for the elderly and disabled. Mrs. Bailey is an 88-year-old widow who lives in rural Hinds County. Both of her children have very demanding careers and families of their own. Her son lives in Georgia and her daughter lives in a nearby city that’s an hour and a half car ride away. The distance, work hours and children’s activities make it difficult for Mrs. Bailey’s daughter to check on her during the week. Her son calls every day, but only comes to visit on holidays and for a week during the summer. Unable to drive, Mrs. Bailey spent most of her time at home alone until her daughter learned about the Congregate Meals Program offered by HCHRA. Designed to promote the general health and well-being of older adults, the Congregate Meals Program provides seniors with a hot, sit-down, family-style meal at one of HCHRA’s three gathering sites — one located in the town of Edwards, and two others in Terry. While a few of the more independent seniors choose to drive to congregate sites, those who are unable to drive are transported by HCHRA’s Title IIIB Transportation Program. Mrs. Bailey now enjoys a healthy meal and social interaction each day. She and her peers also venture out to participate in scheduled field trips and activities such as health fairs, picnics, movies, community events, luncheons and holiday celebrations throughout the year. With her family being so far away, they no longer have to worry about her well-being during the day. The services provided through the Congregate Meals Program are intended to reduce hunger and food insecurity, promote socialization, and delay the onset of adverse health conditions. In addition to transporting Mrs. Bailey to her Congregate Meal site each day, the Title IIIB Transportation Program helps elderly residents in Hinds County maintain their independence and mobility by providing them with transportation to obtain goods and services, which include medical and dental treatment, as well as social and community services.

6,631

Congregate Meals Served

HOME DELIVERED MEALS HCHRA delivers five nutritious, well-balanced and easy-toprepare meals each week to elderly citizens and to people with disabilities who reside in rural Hinds County that are unable to leave home without assistance.

19,285

Home Delivered Meals

HCHRA 2018 ANNUAL REPORT

23


Transportation is a necessity that is often take for granted, but it is one that cannot be ignored when looking at the causes and conditions of poverty. Access to everything associated with upward mobility and economic progress – such as jobs, quality food, healthcare, and schooling – relies on the ability to get around efficiently and affordably. Access to transportation is also imperative to achieving stability for senior citizens and individuals with disabilities. When a person’s access to transportation is impaired, it makes the process of doing simple things such as going to the doctor or getting to work on time much more difficult, if not impossible. Buying a car or living close to one’s place of work are out of the question for many who struggle financially. Through its annual community assessment, HCHRA found transportation to be one of the top five areas of concern. As a result, HCHRA has worked to expand rural transportation routes to help individuals get to school, work, recreational and social events and activities, and to lifesaving medical appointments. Similar to the transportation program for seniors, HCHRA offers safe, reliable and accessible public transportation to the citizens of Hinds County through its Rural Public Transportation Program.

ACCESS

Many individuals use public transportation because they have no alternative choice, but because of its flexibility and affordable rates, HCHRA has become a preferred method of transportation for seniors, persons with disabilities and the general public.

Trip Data Nutrition

11,150 4,367 10,741

Education and Training

Employment

Shopping and Personal

Social Service

Medical

7,276

648 822

Other

632

Total Trips Taken:

35,636

$144,330

HCHRA generated over in additional revenue for contractual services with the Jackson Medical Mall Foundation to transport customers to nutrition, medical and social destinations.

Passenger Data

5,761 12,006

General Public Other

Elderly/Disabled

Total Number of Passengers:

17,906

35,673

FUN FACT A family of 4 secured a spot in the Guinness World Book of Records by visiting each of the 418 national parks and units traveling a distance of miles. In 2018, HCHRA traveled a total of

$344,966. 24 HCHRA 2018 ANNUAL REPORT

300,000

317,038 miles on a budget of


CUSTOMERS SERVED BY HCHRA

RACE

137 White 7,939 Black or African American 1 American Indian 15 Asian 1 Native and Other Pacific Islander 17 Other 52 Multi-Race 59 Hispanic, Latino or Spanish Origin

FAMILY TYPE

1,602 Single Parent Male 41 Two Parent Household 157 Single Person 1,457 Two Adults No Children 70 Other 269 Single Parent Female

EDUCATION

410 Grades 0-8 517 Grades 9-12/Non-Graduate 1,141 High School Graduate/GED 767 12+ Some Post-Secondary 143 2 or 4 Year College Graduate 100 Graduate *Education information was captured for adults 24 and older

AGES

2,247 | 6-13 1,876 | 14-17 598 | 18-24 620 | 25-44 2,030 | 45-54 568 | 55-59 379 | 60-64 394 | 65-74 449 | 75+ 276 0-5

HCHRA 2018 ANNUAL REPORT

25


PARTNERSHIPS, PROJECTS AND COMMUNITY IMPACT

their families. Attendees also received information on their senior programs, home delivered meals, adult education, rental assistance, transportation, and emergency services programs.

At the 2018 Head Start Recruitment and Job Fair Extravaganza, HCHRA family opportunities advisors helped parents

HCHRA was selected by the Mississippi Department of Human Services and the Mississippi Association of Community Action Agencies (MACAA) to receive the 2018 Innovative Community Project Award.

complete the Head Start enrollment process and get ready for the start of the new school year. The Personnel Department provided information on job openings and worked with applicants to match them up with ideal employment opportunities. More than 300 people attended the event.

HCHRA invested $30,000 to replace the roof at the Edwards Neighborhood Service Center. The Edwards Neighborhood Service Center is one of three sites in Hinds County at which HCHRA offers the Congregate Meals Programs. Given the importance of the Congregate Meals Program to the livelihood and wellness of the area seniors, HCHRA dug deep and made a huge financial commitment to replace the roof to ensure that the center remained open. Without the meals and socialization opportunities provided at our congregate sites, many of them would live in isolation and suffer from malnutrition and undetected health risks. Although there’s no type of reimbursement funding available for the $30,000 we spent on the roof replacement, there was never a question about whether it should be done. The safety and wellbeing of the seniors was and is our number one priority.”

As part of its community outreach efforts, HCHRA presented Project SOAR — a Services, Opportunities, Assistance and Resources Fair. Approximately 400 people attended the fair and received a wealth of information on education, finance, health, safety, social and legal services from dozens of speakers and exhibitors. One of HCHRA’s primary goals for Project SOAR was to promote awareness about the Low-Income Home Energy Assistance Program (LIHEAP) and to make it available to anyone in need who met the qualifications for the program. HCHRA had 20 case managers onsite to meet with clients one-on-one to determine eligibility and provide immediate relief. Energy assistance was provided to 172 Hinds County residents on the spot. HCHRA staff was on hand to provide information about the Head Start program and the social support services provided for students and

STRENGTHS

26 HCHRA 2018 ANNUAL REPORT

The Innovative Community Project Award was established by the Mississippi Department of Human Services to reward Community Action Agencies that accurately identify community needs, strategically develop solutions to the needs identified, and in turn, deliver high-quality services that yield measurable outcomes. A panel made up of representatives from MDHS and MACAA reviewed the project submissions and selected HCHRA based on the merit of their application and program excellence. HCHRA was also sited for consistently meeting organizational standards reviews, producing results and exhibiting accountability. After going through a stringent review process which looks at total program operations, ingenuity and service delivery, HCHRA was chosen from among 18 agencies in the state of Mississippi to receive the $20,000 Innovative Community Project Award, which will be used to support ongoing operations and expand services. During the case management process, HCHRA family opportunities advisors found that several customers had a great interest in obtaining their commercial driver’s license (CDL). In 2018, HCHRA

partnered with a local training organization to establish a CDL training program. Training is provided to individuals who wish to receive their Class B commercial driver’s license. Upon successful completion of the program, immediate CDL positions are available with HCHRA. The program is part of an initiative to provide training and employment opportunities to help put individuals on the road to success. This program is provided at no cost to the participants. HCHRA covers the cost of the training and certification utilizing CSBG funding.

NEEDS

OPPORTUNITIES


The City of Jackson’s Department of Human and Cultural Services partnered with HCHRA to administer the Emergency Services Grant to assist residents with water and sewer emergencies. The $157,985 grant provided 317 households with safe running water. People were afforded the time and a much-needed resource to properly prepare for school and work, which resulted in improved health, social, and financial wellbeing for children and families. Funds also helped senior citizens and persons with disabilities avoid problems brought on by unsanitary conditions due to a lack of running water. Funding provided by the Emergency Services Grant enabled HCHRA to redirect CSBG funds to assist more Hinds County residents with housing, employment, and education.

HCHRA partnered with Atmos Energy through their Share the Warmth program to assist customers with their Atmos Energy bills. $61,103.51 kept 325 customers safe and warm. Through its Volunteer Income Tax Assistance Program, HCHRA partnered with certified tax preparers who volunteered their time to provide tax preparation services for low- to moderate-income wage earners in Hinds County at no cost. Individuals who utilized this service retained 100% of their refunds, eliminating expensive charges from tax preparers, and leaving families with more funds to address household obligations, establish savings accounts, and become more self-reliant.

HCHRA completed 44 federally accepted tax refunds for a total refund amount of $70,890.00 The health of people with low incomes often suffers because they are more likely to be unable to afford care, and they often use fewer preventative care services. UnitedHealthcare and HCHRA

teamed up to provide health education information to increase access to quality healthcare, as well as improve health outcomes for HCHRA customers and the communities we serve. HCHRA and C Spire entered into a partnership agreement that allowed HCHRA to adopt new technology to improve operational efficiencies and realize tremendous cost savings. HCHRA installed a fiber optic network that provides reliable voice and internet systems, which are required to support our automated scheduling systems and ensure that our services are accessible to customers 24 hours a day. The network also ensures that our electronic record-keeping systems are always up and running, which is necessary to ensure accountability and program compliance. One of the greatest benefits of the partnership is that most HCHRA facilities now serve as hotspots for the communities in which we reside. Information on HCHRA partnerships and community projects can be found online at www.hchra.org under Latest News & Updates. While you’re there, you can also sign up to receive electronic updates and newsletters.

HCHRA 2018 ANNUAL REPORT

27


OUR COMMUNITY IS BETTER BECAUSE HCHRA IS HERE

“Studies have shown that having access to transportation is more of a determinant of upward mobility than factors such as elementary test scores or the percentage of two-parent homes in a community.

“As part of the Fiscal Team, Grants Management collaborates with Head Start staff, grantee staff, the Policy Council and Board of Directors to develop quality grant application submissions to funding sources. Funds are leveraged for maximum benefits to the children and families we serve in the Hinds County community.”

HCHRA understands the impact that transportation has on the success of the individuals and families we serve. That’s why we’re dedicated to providing community transportation solutions with compassion, pride and respect, with the understanding that the services we provide are essential to the communities we serve.” Patricia Slaughter Director of Transportation

Robert Scott Grants Management Director

“The Personnel Department deals with our agency’s most valuable resources — people. In addition to working with managers to recruit and hire qualified staff to fulfill the agency’s mission, we help to organize employee training and development and promote employee engagement. The Personnel team truly is a reflection of our Agency’s mission — we are dedicated to helping people become their best and realizing their full potential.” Deanisha Hopson Personnel Director

28 HCHRA 2018 ANNUAL REPORT

“Impact and purpose create positive energy within the Agency. That positive energy is contagious and helps us to produce positive outcomes for our community. Knowing that my life has purpose and that I’m making an impact through the work I do at HCHRA, keeps me excited about coming to work each day. Working in the Department of Family Opportunities, you start to develop the mentality of a peaceful warrior. It’s very rewarding to see the staff working together as an army to find ways to eliminate barriers to success and develop solutions for the greater health and well-being of the customers we serve. Obstacles are a welcomed challenge, because we know we can find a way to help our customers overcome them.” Shiandra Luckett Vice President, Department of Family Opportunities


“The Purchasing Department provides valuable services to HCHRA and the community we serve. We apply federal, state and agency guidelines to ensure that public funds are utilized in the most economical way to provide quality commodities and services needed to carry out programs and provide opportunities to our customers. To the fullest extent practicable, through open competition, we work with local vendors and contractors, which results in growth for the local and statewide economy.” Shirley Gibbs Director of Purchasing and Procurement

“HCHRA has successfully operated since 1977. That’s because we have always placed a great deal of importance on developing plans that unify employees toward common goals. With everyone working together, it’s easier to manage time and resources and position the Agency for growth. In Planning and Development Department, we help the Agency identify strengths and needs internally and externally, and then we develop plans of action that result in opportunities for our customers. We make sure that every employee and every manager knows what he or she needs to accomplish now, and in the future, to ensure the success of HCHRA and our customers. When we all understand what needs to be done and a clear plan is established, everyone contributes, and we all succeed.” Roger Lutrell Vice President for Planning and Development

“The Division of Administrative and Board Services is intricately involved in the day-to-day provision of the highest quality of courteous, efficient, and effective customer services. Whether in person, on the phone or online, we work to make sure all of our customers, vendors, guests, and employees have easy and flawless access to all desired programs and services of the Agency. We also have the distinct pleasure of working closely with our Board of Directors in the approval of current and future growth opportunities. The 15-member body has a wide range of expertise and vast knowledge that carefully guides our leadership team as we seek to fulfill the mission of the Agency and meet the evolving needs of the community.” Kathleen Williams-McGriggs Senior Vice President Administrative and Board Services

“The management of resources granted to the agency by various funding streams in an effective manner ensures financial stability, positively affects employee morale, and provides the funding for the programmatic goals established. Fiscal integrity continues to be the aim of the fiscal team in its efforts to make Hinds County Human Resource Agency the best vehicle for providing assistance to the disadvantaged citizens of Hinds County.” Al Junior Chief Financial Officer HCHRA 2018 ANNUAL REPORT

29


“Head Start Administrative Services Division works closely with key management staff and provides support to the Policy Council — the policy making authority for the Head Start program. HCHRA recognizes that parents are the first and foremost educators of their children. The Agency also acknowledges that it is essential that the Head Start Program reflect the community as a whole. As such, the Policy Council is made up of parents of children currently enrolled in the Head Start program, as well as other community representatives. They are given every opportunity to become involved and lend their support to the Head Start program, ensuring that children are more likely to succeed in life and become productive citizens of their community.” Thelma Dixon Assistant Vice President, Head Start Administrative Services

“Ask anyone and everyone will say their job is important, but I’d venture to say that none is more important than that of the Head Start Facilities and Field Services team. It is our duty to make sure that the children in our care are in healthy and safe environments. The Facilities and Field Services team starts and ends each day the same way — focused on how we can make sure there are policies and procedures in place to protect our children as they learn and play.” Michael Escalera Director of Facilities and Field Services

30 HCHRA 2018 ANNUAL REPORT

“Most people know that Head Start provides preschool children with education, but what many don’t know is that is has a long-term impact on children’s health, social and emotional development and wellbeing in early adolescence and adulthood. Children who attend Head Start are at normal levels for early writing, reading, vocabulary and early math, and are healthier than children of low-income families who did not attend Head Start. They receive quality dental care, health screenings and nutrition services. Across the board, Head Start has shown to decrease obesity rates, improve mortality rates, and to reduce both the frequency and severity of problem behavior in young children. Studies also revealed that parents who actively participate in their child’s Head Start preschool program, were found to have more confidence and ability in coping skills and quality of life satisfaction. When you consider all of its benefits, it’s easy to see how HCHRA is truly helping families and strengthening communities through its Head Start program.” Chelsea Luster Associate Vice President, Head Start and Early Childhood Programs


“The goal of operations is to secure efficient functionality to drive extensive and sustainable growth. Ensuring that our employees have a clear vision of the Agency’s operational strategies and have all of the tools and resources needed to carry out our mission is my focus. It’s a wonderful position to be in where you’re able to work under the leadership of a CEO who has been with HCHRA for more than 30 years. He has excellent perspective and clear vision. I’m able to take all of that experience and merge it with the talent and creativity of a dedicated team of employees who are all focused on one goal – creating and expanding opportunities.” David Knight Chief Operating Officer

“The work of the Property Management Division positively impacted agency operations by controlling the acquisition, record keeping, inventory and disposition of furniture and equipment used by agency employees to ensure that all equipment is properly accounted for and available to support agency operations and the provision of services. Facility Management staff provides ongoing maintenance and repair of our main office building with the use of over a dozen contracted craftsmen, technicians and specialists to make sure our facility is at its best for our community.” Harry Lane Vice President Property Management and Accountability

“Communications plays an essential role in everything we do at HCHRA. Customers rely on clear and consistent communication to understand what services are available to them and how to access them. Staff requires effective communication to foster understanding and good working relationships, which turn into morale and efficiency. Funders and elected officials demand accountability and expect us to clearly communicate plans and share outcomes, and our partners and supporters depend on open and clear communications to understand how we can work together to strengthen our communities and the families we serve. We work diligently to make sure there is constant, consistent, clear communication that creates trust and support, and ultimately results in the success of our customers and a stronger, better community in which we can all live.” Angelique Rawls Assistant Vice President for Communications and Development HCHRA 2018 ANNUAL REPORT

31


FISCAL DATA EARLY HEAD START 2018 EXPENDITURES AND 2019 BUDGET COMPARISON 2018 EXPENDITURES

2018 EXPENDITURES

Personnel Costs

$770,624

Fringe Benefits

$257,313

Travel $2,566

Supplies $19,891

Space Costs $15,419

Equipment Lease

Facilities/Maintenance

$5,350 $0

Contractual Services

$5,279

Food & Meal Costs

T&TA $4,614

Indirect Costs

Grantee In Kind $403,015

Other

$27,782

$236,416

$34,965

TOTAL $1,783,234 2019 BUDGET

2019 BUDGET

Personnel Costs

$753,136

Fringe Benefits

$253,581

Travel $2,000

Supplies $54,698

Space Costs $30,500

Equipment Lease

Facilities/Maintenance

$5,400 $6,600

Contractual Services

$20,685

Food & Meal Costs

$20,624

T&TA $32,182

Indirect Costs

Grantee In Kind $351,946

Other

$181,958

$46,423

TOTAL $1,759,733 32 HCHRA 2018 ANNUAL REPORT


HEAD START 2018 EXPENDITURES AND 2019 BUDGET COMPARISON 2018 EXPENDITURES

2018 EXPENDITURES

Personnel Costs

$6,496,625

Fringe Benefits

$2,202,800

Travel $53,052

Supplies $587,044

Space Costs $507,234

Equipment Lease

$168,394

Facilities/Maintenance $529,726

Contractual Services

$591,834

Food & Meal Costs

$43,200

T&TA $152,201

Indirect Costs

Grantee In Kind $8,797,445

Other

$2,165,794

$30,050

TOTAL $22,325,399 2019 BUDGET

2019 BUDGET

Personnel Costs

$7,241,491

Fringe Benefits

$2,467,545

Travel $10,750

Supplies $231,832

Space Costs $375,960

Equipment Lease

$124,800

Facilities/Maintenance $219,679

Contractual Services

$572,713

Food & Meal Costs

T&TA $166,498

Indirect Costs

Grantee In Kind $8,510,826

Other

$12,500

$1,758,870

$860,663

TOTAL $17,554,127 HCHRA 2018 ANNUAL REPORT

33


CHILD AND ADULT CARE FOOD PROGRAM 2018 EXPENDITURES AND 2019 BUDGET COMPARISON

2018 EXPENDITURES Personnel

2018 EXPENDITURES

$195,880

Fringe Benefits

$74,851

Food Cost $678,556

Supplies

Equipment Rental

Indirect Costs

$117,677

Other

$38,213

(Food Service Only) $52,681

$21,717

TOTAL $1,179,575

2019 BUDGET

2019 BUDGET

Personnel

$370,863

Fringe Benefits

$145,355

Food Cost $658,838

Supplies

Equipment Rental

$22,200

Indirect Costs

$119,390

Other

$63,195

(Food Service Only) $53,300

TOTAL $1,433,141

34 HCHRA 2018 ANNUAL REPORT


HCHRA REVENUES AND EXPENDITURES Hinds County Human Resource Agency strives to ensure that its operations are carried out in a highly ethical, transparent and trustworthy manner. For 23 consecutive years, auditors have reviewed our financial statements and found our records to be accurate, complete and in accordance with Generally Accepted Accounting Principles.

REVENUE

REVENUE

Federal

$21,004,191

In Kind

$8,797,445

Other Grants/Contracts $91,154

Donations/Investments $34,733

Local Government $252,164

State

$8,887

Fund Raising

$138,057

Program Income

Print Shop

$246,988 $6,709

TOTAL $30,580,328

EXPENDITURES

EXPENDITURES

Head Start

$23,841,020

LIHEAP

$3,206,522

Child & Adult Food Program $1,179,575

CSBG $699,939

Rural Transportation $617,319

City of Jackson Utility Program

$175,000

Home Delivered Meals

$107,043

Other

$292,398

Congregate Meals

$48,801

Elderly Transportation $45,361

Fund Raising

Print Shop $2,709

$44,274

TOTAL $30,259,961

HCHRA 2018 ANNUAL REPORT

35


FUNDING SOURCES HCHRA is a public nonprofit Community Action Agency that relies on both public and private funding. Private funds are used as matching dollars to secure grant funds to create new opportunities to bridge the gap between community needs and resources.

CONGREGATE MEALS Mississippi Department of Human Services, Division of Aging and Adult Services through the Central Mississippi Area Agency on Aging and CSBG

COMMUNITY SERVICES BLOCK GRANT (CSBG) U. S. Department of Health and Human Services through the Mississippi Department of Human Services Division of Community Services

SUSTAINABILITY

EMERGENCY WATER UTILITY RELIEF GRANT City of Jackson

EMERGENCY SOLUTIONS GRANT U. S. Department of Housing and Urban Development (HUD) administered through the City of Jackson, Office of Housing and Community Development

HEAD START AND EARLY HEAD START U. S. Department of Health and Human Services, Administration for Children and Families. The Mississippi Department of Education, Child and Adult Food Program also provides reimbursement for the operation of child nutrition services.

HINDS COUNTY BOARD OF SUPERVISORS HOME DELIVERED MEALS Mississippi Department of Human Services, Division of Aging and Adult Services through the Central Mississippi Area Agency on Aging

LOW-INCOME HOME ENERGY ASSISTANCE PROGRAM (LIHEAP) U. S. Department of Health and Human Services through the Mississippi Department of Human Services Division of Community Services

RURAL PUBLIC TRANSPORTATION Federal Transit Administration through the Mississippi Department of Transportation

SHARE THE WARMTH Atmos Energy

TITLE IIIB TRANSPORTATION Mississippi Department of Human Services, Division of Aging and Adult Services through the Central Mississippi Area Agency on Aging

VOLUNTEER INCOME TAX ASSISTANCE PROGRAM HCHRA

36 HCHRA 2018 ANNUAL REPORT


EXECUTIVE SUMMARY HCHRA is a $30 million organization that employs almost 400 people. In 2018, we entered into our 42nd year of operations and completed the execution of a three-year strategic plan. We completed a merger of social and community service programs, creating the newly formed Department of Family Opportunities. No positions were eliminated because of the merger, however job titles and duties were realigned to promote sustainability and/or self-sufficiency for everyone in the home, not just for an individual in the home. We made significant investments in technology, staff training and development, and facility maintenance and upgrades. We installed a fiber optic network and invested $30,000 in roof repairs to save our Edwards Neighborhood Service Center, which is home to one of our Congregate Meals Programs for senior citizens. We went live with IT Front Desk, an automated scheduling system, which brought structure to setting client appointments and removed old inefficient processes. For the first time in history, the agency expended all of its Low-Income Home Energy Assistance Program funds before the year’s end. While this was due to increased scheduling efficiencies and a state mandated change of procedure in the allotment of funds designed to eliminate the burden for senior citizens and persons with disabilities to have to make repeat visits to receive assistance, it resulted in a hardship for many of the individuals who have come to rely on HCHRA to be there in time of crisis. We established 78 formal partnerships with local organization to be able to link our customers to the services and resources they need that we don’t provide. For the first time, HCHRA hosted Project SOAR – a community resource fair that included dozens of community partners who provide information and resources to promote self-reliance. Based on its success, we determined that it shall be an annual event. We met full enrollment in both our Head Start and Early Head Start programs, but struggled to recruit seniors for Congregate Meals programs and Home Delivered meals. We saw a decrease in the number of tax returns completed through our Volunteer Income Tax Assistance Program due to the focus and attention directed towards the merger and creation of the Department of Family Opportunities. 2018 produced the 23rd consecutive year of a clean financial audit. The Mississippi Department of Human Services determined that HCHRA met 100% of all Community Services Block Grant standards. Grant funding remained steady and we saw an increase in private contributions. We also saw an almost 5% increase in revenue from contractual transportation services. The Agency made a 2.42% cost of living adjustment to increase salaries for all staff agency-wide. We created a Commercial Driver’s License training and certification program to provide people with opportunities for success. HCHRA was selected by The Mississippi Department of Human Services and the Mississippi Association of Community Action Agencies to receive the $20,000 Innovative Community Project Award for its ability to deliver high-quality services that yield measurable outcomes.

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HINDS COUNTY HUMAN RESOURCE AGENCY 258 Maddox Road | Post Office Box 22657 | Jackson, MS 39225-2657 601.923.3930 | www.hchra.org

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HCHRA's 2018 Annual Report  

HCHRA's 2018 Annual Report  

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