In 1975, Behavioral Health Agency of Central Arizona was established as a not for profit Arizona Corporation “to help people of all ages with problems of mental health, drug abuse and alcohol abuse,” and was incorporated with the Arizona Corporation Commission.  It was established through the combination of two previously separate agencies: the Central Arizona Mental Health Center and the Pinal County Council on Drug Abuse and Alcoholism.  The merger was undertaken to reduce duplication of services and to provide a sound, efficient organizational base for development of an integrated program of comprehensive drug abuse, alcoholism and mental health services for the residents of the Central-West Pinal catchment area.  Its programs included Crisis, Outpatient, Residential, and LARC (Local Alcohol Rehabilitation Center).  It provided services to families, the chronically mentally ill, substance abuse and general mental health participants.

 In 1979, the agency added a Children’s Program. The Outpatient Program was located in satellite clinics in the towns of Eloy, Florence, Maricopa, and Stanfield, as well as the main facility in Casa Grande.  A day treatment program for individuals with chronic mental illness was established in Coolidge.  Psychiatric services expanded to include one psychiatric bed at Pinal General Hospital for short-term stabilization and a one-bed long term psychiatric unit located next to the Adult Residential Facility for the chronically mentally ill.  The Adult Detox Program had expanded to include a 15-bed detox unit (LARC), as well as an opiate detox unit and a six-bed halfway house.  Adult Residential had increased to 20 beds and Hospital Social Services were occurring at Pinal General and Homeko Hospital.

During FY 1986-87, services expanded to include mental health treatment for the elderly attending senior centers. In addition, the Community Based Adolescent Resource Center (C-BAR-C) was established.  The C-BAR-C program was a federally funded four-year demonstration project for adolescent substance abuse prevention and treatment, which included the development of a community resource directory, after-school programs, peer counseling, partial care, and residential services for high-risk youth in the community.  All services were developed with the cooperation of a Community Advisory Board.

In 1988, services were reorganized to fall under 3 major functional areas: 

·         Family Services, including the treatment of adults, children & adolescents, and specific help for women and those sexually abused;
·         Mental Health Services, including treatment of the elderly and chronically mentally ill; and
·         Substance Abuse Residential Programs, including both short and long term residential services.

In 1989, vocational services were added to the treatment array at the adult long-term residential program.  Palo Verde/Arizona State Hospital Social Services increased and youth services were expanded to encompass the area’s schools.

The agency began to experience financial difficulties during the late 1980’s, which continued to worsen due to lack of administrative oversight and irregularities in billing practices.  In August of 1991 the Board of Directors replaced the Executive Director and appointed an interim Executive Director, who instituted a variety of changes in Agency operations including closing the adult substance abuse detox/residential program and laying off all associated staff.  However, after approximately nine months the interim Executive Director determined the Agency’s financial difficulties and operational problems were unsolvable and he recommended the Agency file Chapter 7 Bankruptcy and immediately cease all operations.  The Board of Directors was opposed to ceasing operations and refused to implement the recommendation.  The interim Executive Director and most of the senior management staff subsequently resigned.

In May of 1992, the Board appointed the Adolescent Residential Director as the interim Executive Director.  He immediately closed the elderly day treatment program and eliminated the Crisis Services program.  All satellite outpatient programs were consolidated into a single program in Casa Grande and a systematic process of staff reduction was instituted across all programs and departments.  The Agency’s financial records were in disarray and it was necessary to create a comprehensive accounting system.  Due to pressure from creditors it remained necessary to file Chapter 11 Bankruptcy (Reorganization) in June of 1992.  Once the financial records were current, it was discovered the Agency had over $783,000 of liabilities in excess of assets and the cash balance at FY 92 year end was only $28,421.

Early in 1993, Outpatient Services programming was restructured to allow for a mobile Crisis Response Team.  Several small programs within Outpatient Services were terminated due to a lack of sufficient referrals.  Also, a decision was made to begin recruiting and hiring only therapists with advanced degrees and/or State certification. The adult partial care program was restructured in order to allow a less intensive staffing pattern.  One of the Agency’s three adult residential facilities was closed.  The facility was remodeled to create Transitional Living apartments for Seriously Mentally Ill (SMI) adults who were ready to transition out of supervised residential services.  When the federal grant funds for the C-BAR-C program were exhausted, it became necessary to close the adolescent residential program as State funding for children residential services became minimal due to the imposition of managed care.

Also in 1993, the agency was able to secure a major grant from the state for the development of a vocational program, primarily to serve persons with psychiatric disabilities.  A Vocational Coordinator was hired and the Vocational Rehabilitation program began to be a highly visible part of the agency, responsible for providing training as well as securing employment in the community for persons with psychiatric disabilities.

In July 1994 the Agency created separate programs to provide Crisis and Outpatient counseling services.  Agency Administration had previously informed the Regional Behavioral Health Authority (RBHA) that it could not continue to provide crisis services under a fee-for-service contract.  As a result, the RBHA agreed to fund all crisis services as a block purchase in order to ensure service availability.  Also, Crisis services required separate training and staffing requirements.  The changes in the funding structure allowed the creation of separate departments. 

In July 1995, the agency successfully exited Chapter 11 bankruptcy.  By 1996, the Agency’s staffing complement had increased and it was necessary to purchase a building on the north side of Casa Grande to house Outpatient Services and ten therapists.  Outpatient Services boasted an active DUI program, substance abuse treatment program, sex offenders program, juvenile detention program, and satellite treatment at the Family Resource Center in Coolidge, as well as numerous ongoing groups and individual therapy.  Additional agency programs were instituted, including a Children and Family Services program that provided in-home family therapy, a partial day program in several schools, and wrap around services.

In March 1996 the Agency opened vocational rehabilitation services in Payson.  In July of 1996 the agency merged with People Pleasers, a small agency located in Miami.  People Pleasers was primarily a vocational program with a sheltered workshop for persons with developmental disabilities.  Although the program enjoyed significant community support, the agency had minimal funding and its administration lacked the necessary administrative and financial skills to be successful.  The merger was positive for both agencies.  People Pleasers was able to access the organizational skills necessary to ensure survival and the agency gained access to a new funding stream, as well as being able to establish a strong geographical presence in Gila County.

In 1997, PGBHA terminated its contractual relationship with Copper Mountain Behavioral Health, the agency responsible for providing behavioral health services in the Globe/Miami area.  Following a competitive RFP process, the Agency was awarded the contract for all adult behavioral health services in the Globe / Miami area.  The continuum of services included:

·         24-hour crisis services,
·         substance abuse treatment,
·         vocational rehabilitation,
·         group and individual psychotherapy. 

In late 1998 a grant was awarded to provide a Safe Home Network for victims of domestic violence in Pinal and Gila counties. Prevention services in the community were by now an integral part of the Agency’s service array so in late 1998 the Agency established Prevention Services as a stand alone department.  Also in 1998, habilitation services began through a contract with the Department of Developmental Disabilities and a day treatment and training program serving individuals with developmental disabilities opened in Miami.

In June of 2000 the name of the organization was changed from Behavioral Health Agency of Central Arizona to Horizon Human Services.  This change was made to more accurately reflect the progressive nature of the agency, which by now provided many more types of services than just behavioral health.

In July of 2000 the agency opened a 10 bed Residential Substance Abuse Treatment Program in Casa Grande.  The facility was built on the Peart complex and is within 600 feet of the Agency’s two supervised residential facilities for the seriously mentally ill.

In October of 2000, Horizon Human Services was surveyed by JCAHO and due to the exceptionally hard work of personnel, received full accreditation. In the Fall of 2000 a decision was made to cease Habilitation Services in Pinal County, due to the Agency’s inability to negotiate rates that would allow it to cover personnel expenses.

Habilitation Day Treatment and Training Programs expanded into Apache Junction and Nogales in 2001.  The organization negotiated a contract with DES to operate the Arizona Families First Program throughout Pinal and Gila counties.  As the contractor, Horizon Human Services is responsible for ensuring a continuum of care and has negotiated numerous sub-contracts with other providers.  The sub-contractors either provide services not offered by Horizon Human Services or they offer services in geographic areas not served by the organization.  The target population is substance abusing adults and their families involved with CPS and JOBS.  

An additional program to serve adults with serious mental illness was added in 2001.  This program is called Community Based Assertive Treatment and assists high need SMI participants to remain in the community.  The team consists of a Coordinator who is a masters level therapist, psychiatrist, substance abuse specialist, vocational rehabilitation specialist, behavioral health case manager and a registered nurse.

Early in 2002 the organization developed a specialized program to assist two very young high need participants with developmental disabilities. Horizon Human Services is responsible for providing 24 hour supervision to the children, as well as implementing the approved service plan.  The program is known as Alternative Home Services.