Humility Homes and Services, Inc.
Serving all. Benefiting all.
Programs and results
What we aim to solve
Humility Homes and Services, Inc. provides the most comprehensive emergency shelter and supportive housing services for single adults, families, veterans, and persons with disabilities in the Greater Quad Cities area. Humility is “that habitual quality whereby we live in the truth of things - - the truth that in our littleness we have been given extravagant dignity”. Because we have been given dignity, humility means extending dignity to all people and saying “yes” to the human condition. This demonstrates our radical acceptance philosophy to serve all persons experiencing housing instability and homelessness. Radical acceptance demonstrates the broad range of individuals we serve and the broad range of services we provide. We believe homelessness is a systemic social injustice --- a reversible circumstance and not a personal characteristic.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Emergency Shelter and Services
Humility Homes and Services, Inc. owns 22 properties in Scott County, IA and Rock Island County, IL which includes 72 apartments, our emergency shelter, and our Jubilee Campus, including the Fresh Start Donation Center. We lease an additional 20 apartments. On any given day, 350 – 400 adults and children are participating in our services. Providing housing and supportive services is a smart investment in people and saves taxpayers millions of dollars in health care costs and punitive, criminal justice systems.
Outreach Teams – teams of staff and community partners visit parking lots, stairwells, abandoned buildings, and encampments making meaningful contact with persons living on the streets, providing emergency supplies such as water, hygiene products, cleansers, and referrals to appropriate services.
Service Coordination – staff assist participants identify the most appropriate housing program and support services necessary to help participant achieve short and long-term housing stability.
Emergency Shelter – 70 bed, low-barrier, emergency shelter serving women and men 18 years of age and older.
Veteran Services
Grant Per Diem –Low Demand (GPD)
This program utilizes a harm reduction framework to accommodate chronically homeless Veterans who were either unsuccessful in traditional housing programs, or were not able to participate in
them. In our program, demands are kept to a minimum; the environment of care is non-intrusive; case management, education, and treatment services are offered and highly encouraged, but not a condition of admission or continued stay.
Supportive Services for Veteran Families (SSVF)
This program was established in 2011 to rapidly re-house homeless Veteran families and prevent homelessness for those at imminent risk due to a housing crisis. Eligible Veteran families can receive case management, and assistance in obtaining VA and other mainstream benefits that promote housing stability and community integration.
Rapid Rehousing
Rapid Re-housing – assists families and single adults to quickly transition from homelessness into their own lease agreements through a holistic package of temporary financial assistance, service coordination, and referrals.
Emergency Shelter
70 bunk, emergency shelter serving women and men 18 years of age and older.
Winter Overflow Shelter – operates from December 1 – April 15 providing warm space and services for persons not able to gain access to the year round shelters in the Quad Cities.
Where we work
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of homeless participants engaged in housing services
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Adults, Homeless people
Related Program
Emergency Shelter and Services
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
1,065 participants obtained shelter in our emergency shelter in all other housing programs and an additional 350 single adults received shelter in the winter emergency overflow shelter.
Number of households that retain permanent housing for at least 6 months
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Adults, Homeless people
Related Program
Emergency Shelter and Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
176 single adults exited the emergency shelter for a permanent destination and 435 individuals successfully obtained and maintained permanent housing from all other housing programs.
Number of children and youth who have received access to stable housing
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Homeless people
Related Program
Emergency Shelter and Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
101 children 17 years of age and younger who now have a safe place to call home.
Total number of clients experiencing homelessness
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Homeless people, People with disabilities
Related Program
Emergency Shelter and Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
649 total number of unique individuals who participated in HHSI range of housing programs and services have at least 1 disability.
Number of people using homeless shelters per week
This metric is no longer tracked.Totals By Year
Related Program
Emergency Shelter and Services
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Context Notes
80 is the average number of individuals that are served in emergency shelter on a weekly basis.
Number of bed nights (nights spent in shelter)
This metric is no longer tracked.Totals By Year
Related Program
Emergency Shelter
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Goals for 2020- 2025:
1. By December 2025, will continue to provide housing services and will grow HHSI’s affordable housing portfolio of owned units that are safe, end homelessness, and provide rental income.
2. By December 2025, HHSI achieves long-term financial sustainability.
3. By December 2025, HHSI will realize diversity, equity, and inclusion both within the organization and within our community.
4. By December 2025, HHSI will enhance organizational capacity to ensure people, resources, and systems are in place to fully implement Strategic Priorities #1-3 and prepare for long-term organizational sustainability.
What are the organization's key strategies for making this happen?
Goal 1.1 – By May 2021, develop and scale a budget and service model that can ramp up affordable rental and supportive units, as defined by Administrative Team and Finance Committee.
Goal 1.2 – By December 2021, identify and partner with real estate solutions group to locate properties that fit criteria defined by the Property Committee.
Goal 1.3 – By December 2023, Administrative Team will define and implement Moving On Strategies that can be incorporated into programming and units in order to create stable housing opportunities for more vulnerable groups.
Goal 1.4 – By December 2025, HHSI will have added 84 owned units to our mission-focused housing portfolio.
Goal 1.5 – By December 2025, HHSI will have added 30 units of supportive housing to our portfolio.
Goal 2.1 – By May 2021, Finance Committee and Administrative Team will develop a monthly financial report that includes an income statement, balance sheet and cash-on-hand with current month, comparison to prior month, and year-to-date comparisons.
Goal 2.2 - By July 2021, establish policies and procedures for the use and investment strategy of the agency’s investment funds.
Goal 2.3 - By December 2021, HHSI will secure Commission on Accreditation of Rehabilitation Facilities (CARF) accreditation.
Goal 2.4 – By December 2022, HHSI will engage a consultant to develop and begin implementation of a comprehensive and capital campaign with the dual purpose of meeting Strategic Priority #1 and #2.
Goal 2.5 - By December 2023, HHSI will have at least six months of operating expenses in cash-on-hand and short-term securities.
Goal 2.6 – By December 2025, investment funds will exceed $5,000,000 through both strategic investments and targeted donations, with $500,000 being available annually to the Property Committee for capital needs.
Goal 3.1 – By December 2021, HHSI Board will hold an annual board education/training event on racial and ethnic diversity, equity, and inclusion presented by the Executive Committee.
Goal 3.2 – By December 2021, the Executive Committee will create and implement a diversity, equity, and inclusion process that includes recruitment and retention of a diverse Board, workforce, and volunteers.
Goal 3.4 – By December 2023, the Administrative Team will develop and implement an immersion learning program that educates members of the community about the intersections of homelessness and diversity, equity, and inclusion through experiences that may include tours of shelter, discussions with participants, and other experiences that help individuals understand homelessness. Specific opportunities will be explored by an ad-hoc group.
Goal 3.5 – By December 2024, the Administrative Team and Nominating Committee will ensure that the Board, workforce and volunteers reflect the demographics of the greater Quad Cities area, with a focus on racial and ethnic diversity.
Goal 4.1 -- By December 2025, HHSI will continue to provide evidence-based programming that aligns with the organization
What are the organization's capabilities for doing this?
40 Years of Combined Service and Commitment
Grounded in their calling for a community that is “working for justice within the human family and caring for earth itself,” the 150-year-old Congregation of the Humility of Mary established Humility of Mary Housing, Inc. in 1990. Over the last 28 years, Humility of Mary Housing has assisted hundreds of previously homeless families in finding safe, quality housing and helped them re-establish their own loving homes. Humility of Mary Housing and members of the congregation have led the effort in the Quad Cities to expand housing options and related supportive services for low-income families.
In September 2008, the only emergency shelter in the Quad Cities was facing bankruptcy. City and business leaders sought the Congregation’s help to keep the John Lewis Shelter open. Within 30 days, $300,000 was raised through a collaborative effort of business, philanthropic, religious, and personal donations. With funding secured, the Congregation founded Humility of Mary Shelter, Inc. and over the last ten years, the doors of the shelter have remained open and services uninterrupted.
Humility of Mary Housing, Inc. (HMHI) and Humility of Mary Shelter, Inc. (HMSI) merged on July 1, 2018 and formed Humility Homes and Services, Inc. (HHSI)
As a result of the merger, HHSI has a deeper management team and will be able to strengthen its revenue streams. The merger is a point of strength as well as serving as a model for success in the field. Most importantly, the merged organization is able to improve program effectiveness, in part by creating a continuum of services between the two organizations, and broadening our reach to extend to the greater Quad Cities region.
The benefit to our participants, however, is the key reason for our merger. This merger has allowed the expansion of the options for housing and services, and created a “no wrong door” approach to access our combined resources.
What have they accomplished so far and what's next?
Strategic Priority #1 Grow HHSI’s affordable housing portfolio of owned units that are safe, end homelessness, and provide rental income. 25%
July 2021 – Discussions on each sub-item have occurred at Committee levels, and amongst the admin team.
1.1 – There is no scalable budget to ramp up affordable housing;
1.2 – There is no real estate solutions group contracted;
1.3 – Staff have received training on Moving On Strategies with some deployment in specific cases;
1.4 – 9 (of 84 or 11%) owned units have been added with the new total in July, 2021 at 72 owned units;
1.5 – The Supportive Housing Pilot Project has funded 10 (of 30 or 33%) additional supportive units for three years.
Strategic Priority #2 HHSI achieves long-term financial sustainability. 25%
July 2021 – Discussions on each sub-item have occurred at Committee levels, and amongst the admin team.
2.1 – Cash-on-hand report finalized and complete May 2021;
2.2 – Written investment policies and procedures complete June 2021;
2.3 – CARF application was submitted in March 2021;
2.4 –Executive Committee to lead capital campaign discussion;
2.5 – 38 days (of 180 days or 21%) of cash-on-hand, discussion on whether to change the goal of cash-on-hand, but no final decision at this time;
2.6 - $1,821,088 (of $5,000,000 or 36%) of investment in endowment fund.
Strategic Priority #3 HHSI will realize diversity, equity, and inclusion both within the organization and within our community. 25%
July 2021 – Admin team identifying strategies for recruitment and training related to diversity, equity, and inclusion.
3.1 – No annual training defined yet;
3.2 – Internal staff Racial Equity Workgroup created and has met several times – working on developing framework and purpose;
3.3 – LEAB has had several monthly meetings, developed a Mission Statement, Values and Framework – policies and procedures forthcoming;
3.4 – No work on immersion learning program completed;
3.5 – Board 21% identify as persons of color/formerly homeless; Employees 37% identify as persons of color/formerly homeless; and Volunteers 19% identify as persons of color. Goal is 33%
Strategic Priority #4 HHSI will enhance organizational capacity to ensure people, resources, and systems are in place to fully implement Strategic Priorities #1-3 and prepare for long-term organizational sustainability. 25%
July 2021 – Admin team discussed review of programs, organized process for job description reviews, and completed the marketing plan.
4.1 – Review of new evidence models for Fresh Start Job Training Program has begun;
4.2 – Marketing plan approved November 2020;
4.3 – Organizing a process for annual review of job descriptions;
4.4 – Dashboard reviews will occur;
4.5 – Annual board review will occur;
4.6 – January 2024 will begin new strategic plan process.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Humility Homes and Services, Inc.
Board of directorsas of 02/03/2023
Richard Clewell
Humility Homes and Services, Inc.
Term: 2021 - 2024
Johanna Rickl
Congregation of the Humility of Mary
Michael J. Kelly
Genesis Medical Center
Lloyd C. Kilmer
Retired, Western Illinois University
Paula C. McNutt
Dean, St. Ambrose University
Jeffrey J. VanDeCasteele
John Deere (Retired)
Tamara Byram Mahl
US Army Corps of Engineers
Waylyn McCulloh
7th Judicial District
Rachel Pitchford
James A. Rabchuk
Western Illinois University
Christopher Reno
St. Ambrose University
Joshua Reese
Mary Ann Vogel
Congregation of The Humility of Mary
Organizational demographics
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Leadership
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