Since taking the helm less than two years ago, Bill Trowbridge has led Michiana Resources (a non-profit organization dedicated to serving persons with developmental disabilities) to unprecedented growth and stability. Through the creation of new programs, improvements in operational management and strong financial oversight, Michiana has nearly tripled the amount of services it provides to clients throughout Northwest Indiana. “Through collective efforts we’ve made substantial progress addressing the dual need of improving our financial situation and ensuring that we address one of our region’s most persistent challenge—providing quality services for our most vulnerable population,” said Trowbridge, President and CEO.
In just his first year, Trowbridge led the creation of three new programs, each designed to fulfill gaps unmet by other providers as well as to add to the bottom line. All were immediate successes and showed positive income within months. At the same time, he brought new efficiencies and approaches to Michiana that have allowed it increase the quality of services for its existing clients—who have more opportunities for individualized attention and support after-hours. “With every achievement, we create new opportunity,” adds Trowbridge. “Every financial improvement provides us a new resource that goes directly to augment the quality of services received by our clients.”
Among the biggest challenges faced by Michiana this year was the abrupt closure of the La Porte County Council on Aging, which provided transportation to the elderly and disabled, including almost a third of Michiana’s clients. Parents and Friends, Inc., the LCCOA’s parent company, stated that it was sustaining too large of losses to continue operations. But in typical fashion, Trowbridge had a vision. He immediately began working in earnest to bring the LCCOA, along with its guardianship program, under the Michiana umbrella. Now it provides the same transportation and guardianship services with a “very small margin.” Trowbridge is quick to point out that the participation of LaPorte County officials and community leaders significantly contributed to the positive outcome, and without them, none of these services would be in existence today.
Notably, Trowbridge is also known for his interaction with clients and down-to-earth management style. He frequently engages with clients throughout the agency and is often sought out to talk. It’s not uncommon to walk by Trowbridge’s office to see a client sitting side-by-side with him chatting about their day. And Trowbridge’s attention to detail is noticed by employees. As one employee said, “This is the first time I’ve ever seen a CEO on a ladder changing light bulbs, mopping the floor, and mowing the lawn.”
As for the future, Trowbridge has big plans: “facilities and collaborations.” He says not only has Michiana outgrown its current facility, but it also suffers from long-deferred maintenance from when there wasn’t any excess income to reinvest in their building. They are currently seeking an affordable new building that is suitable for their specific requirements.
And he believes non-profits have let their stakeholders down by not finding ways to better collaborate. “We have a responsibility to those who support us to ensure we are being good stewards of the resources we have. Partnering to find ways to spread administrative expenses across multiple agencies, leveraging the strongest employees, and strengthening our balance sheets are necessary to best serve our clients. Too often politics, fear of change and self-interest cloud the judgment of non-profit executives and their boards of directors to take the action that is so obvious to outsiders.”