In the early days, support for children with high medical or behavioral needs in our region was minimal. Families who qualified for the Personal Care Attendant (PCA) program were grateful for the assistance it offered—but over time, it became clear that more was needed. Parents shared their struggles: the emotional toll of constant caregiving, the need for a break, and the difficulty in finding meaningful skill-building and social opportunities for their children. The services they needed simply did not exist. It was a gap too big to ignore.

Recognizing this need, HCO’s leadership took action. Monthly meetings with county case managers became a key forum for identifying service gaps and brainstorm solutions. From these conversations, a shared priority emerged: expand and create sustainable children’s services within the county.

With a bold vision in mind, HCO applied for a grant from the Minnesota Children’s Trust Fund to launch a respite program. The grant was approved, and with it came the birth of HCO’s very first Resource Home—a safe, supportive setting away from the family home where children could thrive.

The program was built with deep community roots. An advisory committee made up of parents of children with special needs helped guide its development, ensuring it was grounded in real family experiences. The program’s success spoke for itself. When the initial grant period ended, the Minnesota Children’s Trust Fund was so impressed by the program’s impact that they offered a second grant—this time without HCO even needing to apply. The program was even featured in Trust Fund publications, highlighting its innovation and success.

HCO was the first provider in the state to develop a licensed Respite-Resource Home model—a fact that drew interest from other agencies across Minnesota. The Resource Home stood as a model of innovation, compassion, and family-centered care.

The benefits were numerous:

  • Skill training in a real home setting
  • Peer interaction and social growth
  • A break for parents and caregivers
  • A safe, structured alternative when the family home wasn’t ideal for learning
  • Holistic collaboration between multiple programs and professionals

As DHS began to expand waiver programs, referrals to the Resource Home multiplied. Initially, children from infancy to 18 years of age were served at a single site, but as the program grew, it became clear that a second site would better serve the needs of different age groups. Splitting the younger and older children allowed for more developmentally appropriate education, skill-building, and socialization. Staff and programming were often shared across the two homes, fostering a sense of teamwork and consistency.

At the heart of the Resource Homes was a shared objective: skill development, social interaction, community integration, behavioral support, and life skills training. Every child had personalized goals created with input from their family and team—goals that reflected their age, abilities, and aspirations.

To provide these services under waivers, HCO needed to become a licensed provider. Each site had to meet stringent state requirements, from staffing to documentation, ensuring the highest standards of care.

Meanwhile, another need was emerging: support for children diagnosed with Autism. Families sought guidance, and HCO once again stepped up. With county backing, HCO pursued licensure to become a CTSS provider. The effort was led by the Executive Director at the time, Denny Theede, with support from program leaders and mental health professionals, including Dr. Tom Diana and autism specialist Gail Opatz.

Staff received intensive training in skill development strategies, assessments were conducted, and individualized goals were written. CTSS provided one-on-one skill training, often within the schools. Mental Health Practitioners (MHPs) worked directly in classrooms, welcomed by teachers who valued the added support. While the program’s outcomes were positive for children and families, the financial sustainability was difficult. The high staffing requirements and low reimbursement rates made it hard for HCO to continue. Eventually, the difficult decision was made to phase out CTSS, with each family receiving personal support to transition to alternative service types.

Then came COVID-19. Like all service providers, HCO faced the daunting challenge of delivering safe care during a pandemic. Services were adapted, scaled back, or transitioned to families when possible. For those in high-risk situations, strict health and safety protocols were followed. As the impact of the pandemic has lessened, the need for children’s services has once again increased. HCO is excited not only to continue supporting those who have valued the Resource Home, but also to expand and enhance the services offered to children and their families.

The story of HCO’s Resource Homes and Children’s Program is not just about services—it’s about listening to families, innovating with integrity, and never settling for “good enough.” It’s about building something that didn’t exist before and watching it grow into a lifeline for dozens of families across the region.