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Eggleston Services: The History

Eggleston Services was created by a group of interested parents who met in different homes to find ways to help their disabled children.

Eggleston Services became incorporated on September 15, 1955{under the joint sponsorship of the Tidewater Association for Retarded Children and The United Cerebral Palsy Association of Norfolk} as the Tidewater Vocational Center, a non-profit organization doing sub-contract work for local industries. The board of directors which was the governing body of the center was comprised of 15 members who were business and civic leaders of the community. Four of these members represented The Tidewater Association for Retarded Children; four represented the United Cerebral Palsy Association of Norfolk and the others were chosen from the general public. Operations began at 621 Botetourt Street with eight employees in attendance. All earnings went directly to the employees with overhead expenses being shared jointly by sponsors. Frank B. Hellan was Director.

Due to an increase in enrollment and the physical condition of the plant, the center moved to 2704 Colley Avenue {Norfolk} in February.

The United Cerebral Palsy Association was included in the Community Chest which resulted in $14,171.00 being raised in the chest goal to help the disabled.

Mr. Walter Gildzahler, director, resigned in October.

At the close of 1958, corporate funds totaled $3,106.22 with 41 trainees.

Mr. Howard Sparks was appointed director in March.

Regular meetings of the board were to be held the second Monday of each month.

Election of officers and financial year to be from January 1st through December 31st. Open house to be held in October.

As of April 30th there were 48 employees, of this number, 35 were mentally retarded and 13 were diagnosed with cerebral palsy.

Individuals determined ineligible for training under a program of the office of State Vocational Rehabilitation were admitted to the center where they were enrolled in a pre-training status extending from one to several weeks depending upon the progress of the employee.

Upon completion of this pre-training period, employees were placed in production with a minimum wage of $.10 per hour and increases based on merit. Employees were required to pay an attendance fee of $5.00 per month.

Sub-contract work available included stamping, sealing, flapping, inserting, assembly of novelty items, packing, capping of hangers, cutting of flags, salvage and similar work of a repetitive nature. The only other source of income for the center was an allowance of $40.00 per month for a period of three months for those employees who met the training requirements for the State Vocational Rehabilitation Program.

Training for homebound individuals with Intellectual Disabilities and cerebral palsy was implemented. Services were provided in the evening hours.

A $1,000.00 life insurance policy was obtained for all employees at a cost of $.68 per month. Policy for staff in the amount of $2, 500.00 costing $1.70 per month was instated.

Director’s salary raised to $550.00 per month, hourly rate for clerical aide was $1.15 per hour. Center enrolled in The National Association of Sheltered Workshops and Home Work Programs, with annual dues of $25.00.

Training began in cafeteria work.

Director, Mr. Sparks was appointed to the dual position of the Tidewater Association for Retarded Children and Director of the center. Mr. Richard White was appointed administrative assistant in charge, effective July 1960; he resigned on January 31, 1961.

Center reached its limit of 55 trainees and a waiting list was established. A canteen program to provide various recreational activities was created on December 22nd.

The need to secure a larger, more adequate building was discussed at the February board of directors meeting. Current lease on the existing building expires in February 1962.

William Burke was appointed Assistant Director in March.

Plans were discussed for a halfway house, employees totaled 54, value of center furniture and machinery totaled $3,716.13

In March, the center relocated to 5102 Colley Ave. The center had a modest budget, there was no firm training program and the only sub-contract work was a small operation involving sorting and bundling coat hangers.

A retirement plan was offered for employees. This plan was underwritten by the National Health and Welfare Retirement Association and was approved in January. Employees were given the option to join.

Mr. Alex Kyrus was appointed Assistant Director on May 1st, replacing William Burke. Mr. Sparks’ resigned on August 31st and Mrs. Ann Harvey was employed as Executive Director, effective September 1st.

Attendance fees of $30 per month was initiated.

Mr. Lowell Lambert was selected as an Honorary Life Member of the Board of Directors.

In November, the Tidewater Vocational Center Auxiliary was created, with meetings scheduled for the first Monday of each month.

Staff at year’s end included: Mrs. Ann Harvey, Executive Director; Mr. Alex Kyrus Assistant Director; Mrs. Hattie Turnage, Supervisor; Mrs. Irene Rink, Instructor; and, Mrs. Ruth Grissom, Clerk-Stenographer. Employees totaled 61 with 14 on the waiting list.

Minimum age for employees was raised from 16 to 17.

Annual meeting during the first week in December of each year was approved.

There were 71 employees in the Center as of September 20th; Mrs. Clara Sykes was hired as an additional Instructor.

Minimum wage was eleven cents per hour.

Director given permission to build offices at a cost not to exceed $150 (actual cost was $96.00).

Workshop was divided into three sections: 1) Day Care 2) Workshop 3) Training.

Parents’ Auxiliary had 27 in attendance at their monthly meeting.

Rent for building was $375.00 per month.

A one-year Department of Labor grant was received to set up a training program. This consisted of laundry training, garden-ground training and certain sewing work and appliance repair. A second grant was awarded for a one-year program in establishing an offset printing training program and additional development of the laundry and garden service program.

Due to an overage in the Payroll Account, employees were given raises not to exceed 20% of the present payroll.

Memorial was initiated in the honor of Ruth Rosenblum (original member of the Board). Framed portrait was obtained and dedication service was held to include family, parents, employees, staff and Board of Directors. Cost of portrait $48.00.

Health Department closed the Center’s kitchen in September.

Mrs. Ann Harvey resigned to become Director of Mental Retardation Planning for the Commonwealth of Virginia.

Employees totaled 75. Contract sorting peanuts was procured.

Funds were made available to assume the responsibility of a half-way house. Cost approximately $12, 000 annually.

Agreement was reached that the payroll balance not be allowed to exceed $2,500 and the surplus go to the employees.

Mr. Vincent Armstrong appointed Director.

Center marked its 10th anniversary in August.

Gardening, printing and laundry activities began; 80 trainees were at the workshop.

Annual Dinner would be paid for by the Center.

Mr. Robert Winters was elected life member of the Board.

Seventy-seven employees on roll at the end of the year.

One-year OMPER government grant was received in February. Project began in April with 61 employees.

Hope House Foundation Project was developed.

Workshop totaled 90 employees.

Mr. Victor Armstrong, Executive Director, resigned due to health reasons, effective March 16th. Mrs. Hattie Turnage appointed Acting Director on April 1st.

Government program closed out. Funds totaling $3,000 were returned ($115,000 received).

Though created to serve only Intellectual Disabilities individuals, the Center began accepting physically disabled individuals in March.

Number of employees rose to a high of 87. Monthly fees were $15.00.

Hattie Turnage, Acting Director and Supervisor, resigned effective March 29th. Board passed the motion that her replacement’s salary not exceed $6,000. Alex Kyrus’ position changed to Executive Director.

Mr. James Creed hired as Supervisor with a salary of $5,600 annually.

A reduced budget from $20,863 to $17,965 was submitted to the United Community Fund on June 16th.

Hope House Foundation became a reality with the purchase of its first MR Adult home located at 3611 Granby Street.

Hope House hired staff, moved in to home on September 29th.

Robert Harrell elected Honorary Life Time Member of the Board.

Building was up for sale at a cost of $100,000. TVC was unsuccessful in its efforts to purchase the building. New owner gave TVC a new lease for $650.00 per month.

Hope House Foundation had only one resident.

United Community Fund requested a branch of TVC for Portsmouth. Funds of $11,000 annually would be provided. Facility at 901 High Street was leased, monthly rent was $200.

Proposal from Esso regarding a workshop for gas station attendants was approved. A supervisor was assigned to the premises. Esso was paid from income with TVC assuming no losses.

Hope House attendance rose to three.

TVC Portsmouth Branch had 24 trainees. Five trainees were bused into Norfolk from Virginia Beach; 15 to 20 would attend TVC when buses could be arranged.

Due to an enrollment of 125 trainees, a waiting list was again implemented.

State matching funds ($30,000) began in November.

Laundry program was discontinued and equipment put up for sale. Food service training program started. Cafeteria facilities and equipment monthly rent was $135.

SPARCE DOCUMENTATION FROM AUXILIARY MEETINGS AVAILABLE FOR THE PERIOD 1972 THRIUGH 1977.

Efforts began to raise $25,000 towards buying the property used by the Tidewater Vocational Center, Inc.

One-hundred trainees attended TVC at year’s end. Additional instructors were needed.

Messers, Paul Bryan, Philip Russo and Mrs. Albert Heller appointed Honorary Life-Time Board members.

Robert Pyle, President of the Board of Directors, died unexpectedly on March 16th; Albert Harden was elected to fill his unexpired term.

Primary activity of the Center was packaging. Other jobs included mailing service, sorting of hardware, manufacture of hospital kits and operation of a service station. Inadequate staffing hindered additional production. Ratio was 27 trainees per instructor.

Value of the Center’s laundry equipment was $26,000. Efforts to sell it were fruitless. Equipment would be salvaged within 90 days.

Proposed budget (to include $30,000 to provide four additional instructors) of $62,000 was submitted.

Tidewater Association for Retarded Citizens assumed management responsibility of Hope House. Maximum capacity of eight residents (all male) was reached. Residents paid $175.00 per month for room and board.

Mr. Nicholas J. Pope, Jr. was named honorary life-time member of the Board.

Board endorsed the establishment of an additional Center in Chesapeake. Evans Products, Inc. would offer the facility. Workload would consist primarily of packing nails for Evans Products and required approximately 30 working clients.

Center celebrated its 20th anniversary on September 18th.

The Center employed 107 trainees and six instructors in Norfolk and 20 trainees, two instructors in Portsmouth.

Building (to include land) located at 780 20th Street was donated to the Center by Mrs. Louise W. Eggleston. A grant of $48,000 was obtained from the state.

NO RESEARCH MATERIAL AVAILABLE FOR THE PERIOD NOVEMBER, 1979 THROUGH JUNE, 1983.

The Center came a long way from its conception in 1955, beginning with 8 clients and 3 physical moves, to its status in June, 1983 with its own building and 160 clients.

Center received its first CARF (Commission on Accreditation of Rehabilitation Facilities) certification in June.

The following five programs were offered: Enclaves, Workshop, Life Skills/Work Adjustment Training, Contract Procurement and Job Placement.

Mr. Albert Diamonstein approved as an honorary, life-time Board member.

Interagency agreement between the Eggleston Center and Hope House was developed.

The Center became a replication site for the VCU Supported Employment Program. This introduced a new concept of place and train in which specially trained staff began individual job development and one-to-one on-the-job training.

Center applied for NISH membership.

Assistant Director, Michael Brenner, resigned in December. Position would change to Program Director.

Period of non-productivity was changed from “down time” to training time.

Apple donated a computer to the Center including the software.

Alex Kyrus resigned as Executive Director, effective May 28th. Don MacKeil designated as Interim Director of the Center.

Walter Chernish appointed Executive Director on September 1st.

Center became a permanent voting registration site.

An $18,000 12-month contract with NAS Norfolk, cleaning laboratory bottles on site was secured. Six individuals were employed on this contract and all earned minimum wage.

Home-based training consisted of one-to-one training in the areas of meal preparation, clothing maintenance, personal hygiene and maintaining a morning routine.

Developed a cooperative plan for automating the Center’s payroll.

Center was completely re-organized. Policies put in place.

Administrative Secretary hired in October.

Three employees continued to receive home based training, five received community-based training (street crossing) and 17 employees were involved in center-based life skills classes to include time, money, sight words, personal hygiene and job skills.

Enclave sites included Norfolk State (warehouse, grounds keeping and food service), NORVA, NAS, Washington Manor (lawn service), local lawn service sites and in-house custodial crew. Number or competitive jobs currently held by Eggleston Center employees totaled 12.

From its inception in 1955, monthly Board meetings had been held at 7:30 p.m. On November 15, 1984, a motion was moved and passed to meet the third Thursday of each month at 4:00p.m.

Executive Director elected as Secretary/Treasurer of the Virginia Association of Rehabilitation Facilities.

Computer hardware installed in administration offices.

The Department of Rehabilitative Services awarded the Center $27,469 to expand the Center’s placement program.

Director of Operations was hired in December, 1984.

Physical plant was completely reorganized, creating new production and training areas. Hours of operations was changed to 8:00a.m. to 4:30p.m. Structuring included the formation of five teams, each consisting of a Team Leader, Trainer and Training Aide.

Human Resource Department was established that included personnel management, case management and employment services.

The Center closed the year with 20 full-time staff and nine part-time. A total of 156 disabled were served in the workshop.

Began prime manufacturing of Lumilight aquarium lights.

The Center adopted a $10,000 life insurance policy for disabled employees.

Individual Written Rehabilitation Plans were developed for all employees.

The first annual meeting of the Center was held on October 15, 1985 at the Norfolk Botanical Gardens.

Center was named Most Valuable Facility to the Association from the Virginia Association of Rehabilitation Facilities.

TVC Shipping and Packaging (an integrated off-site work environment in which eight disabled employees performed general warehouse duties, order pulling, packaging and UPS shipping for General Electric) began in June utilizing a rented warehouse on Tidewater Drive. Contract ran through November, 1986.

1985 concluded the Center’s thirtieth year of operation. The year was the most successful and exciting time in the history of the organization.

New technology and research opened employment and training opportunities for severely disabled individuals who were previously confined to segregated sheltered employment. The commitment of the Board of Directors and the staff to embrace the concepts of this technology and research and apply it to the Center’s operations placed the Center as a national leader in the rehabilitation field.

Honoring Mrs. Eggleston, deceased, the Center officially changed its name from the Tidewater Vocational Center to the Louise W. Eggleston Center on December 21, 1985.

Federal grant was received allowing the Center to transition individuals that had been in the workshop three years or longer to supported employment.

Implemented a supported employment initiative with General Electric Company (TVC Packaging and Shipping) which resulted in the creation of jobs for seven disabled individuals at minimum wage or greater.

The Center was awarded “The Small Vocational Facility of the Year Award” from the National Association of Rehabilitation Facilities.

Case Record & Review Committee was established. The committee met several times during the year to review random sheltered employment services files in order to monitor the content and quality of employee records.

After years of discussion, cooperative project with Lakewood Education Center materialized. Two Lakewood students, in their graduating year, attended the Center on a part-time basis accompanied by a Lakewood staff member.

Average hourly earnings increased from $.78 to $.93.

Executive Director was elected Vice-President of the Virginia Association of Rehabilitation Facilities. Nationally, the Executive Director was appointed to serve on the Commission for the Accreditation of Rehabilitative Facilities National Advisory Committee on Program Standards for Community-Based Programs.

The Personnel Committee met frequently during the year and reviewed and revised the Center’s personnel policies and job descriptions. In addition, the Personnel Committee reviewed significant wage adjustments to the Team Leader’s positions, as well as increased corporation participation in the staff health benefit program.

For the first time in its history, an attendance policy was implemented. All employees were allotted thirty days per year for sick/vacation leave in which would ensure a minimum attendance rate of 87%.

Emphasis began on identifying and serving disabled individuals within the community rather than in a workshop setting. This change reduced the workshop from 160 to 120. As a result, the number of teams required to ensure the 1:10 staff to employee ratio was reduced from five teams to four.

Thirty-five employees placed in jobs within the community remained employed at the close of the year. Services were provided to individuals with Intellectual Disabilities, mental health, physical impairment, hearing impairment, brain injured, chronic kidney disease and cerebral palsy.

Gross sales revenue for the corporation exceeded $300,000.

Grants were received from the Office of Special Education and Rehabilitative Services and Department of Rehabilitative Services to assist the Center’s transition from facility-based to community based services.

Executive Director was elected President of the Virginia Association of Rehabilitative Facilities.

Although the size of staff did not increase significantly over the year, the redistribution of employees reflected the national trend toward serving individuals within the community. The number of teams in the workshop reduced from four to three full time staff to eight full-time and one part-time staff.

Staff Development Committee was formed.

Center began operating the Rolls Royster Deli (a small deli in the Royster building on Granby Mall in Norfolk). The deli employed two employees with disabilities and a deli manager.

Center became involved in the food distribution of surplus commodities to low income and elderly consumers in Norfolk, Chesapeake, Portsmouth, and Virginia Beach. This involved the cooperation of Social Services and Department of Agriculture.

The competitive supported employment program experienced enormous growth and changes during fiscal year 1986/87.

The Center received its first three year accreditation from the Commission on Accreditation of Rehabilitation Facilities in December, 1987.

Board of Directors voted to change its meeting schedule from twelve to six times per year, effective July 1st. Meetings would be held in February, April, June, August, October, and November.

By July, 1987 the community based program had grown to 12 persons in short-term training status and 23 persons in long-term follow-along status.

Center participated in research with Cornell University providing data and technical assistance.

KOVAR grant received in the amount of $15, 870 to renovate the deli.

Center received contracts with Wesley International (a knife packaging company) and janitorial and grounds keeping services for Norfolk Redevelopment and Housing Authority. These provided employment for 18 employees.

Proctor and Gamble product reclaim enclave was suspended effective April 8th due to internal difficulties faced by the host company. This resulted in six employees returning to the workshop.

Employee-of-the-Quarter award was initiated.

NRHA contract suspended in October.

Director of Operations, Phil Black, resigned: Paul Atkinson chosen as his replacement.

First contract with the City of Norfolk’s Parks and Recreation Department which later developed into a full-time, seven days a week operation at the Virginia Zoological Park began.

Circumstances beyond the Center’s control brought about the loss of two contracts; one being a custodial assignment with Norfolk Redevelopment and Housing Authority, the other being a cutlery set, packing operation with Wesley International. These losses left approximately 25 disabled persons unemployed.

Quarterly staff meetings were initiated in order to bring all staff together during the year to discuss concerns, share agency activities and to recognize staff accomplishments.

In September, the Eggleston Center held its first annual staff picnic with the majority of staff and their families attending.

Paul Atkinson replaces Walter Chernish as Executive Director.

As of July 1, 1990 staff totaled 29.

Benchwork Program was developed. The program was designed for individuals without the necessary skills for acceptance into other existing programs. Program’s staff to employee ratio was 1:3 as opposed to the 1:10 ratio in the workshop program. The Benchwork Program served a total of 15 individuals during its first year.

Due to the transference of follow-along funding for individual model employees to another vendor, it was necessary to restructure this program. Many of the full time job coaches were reassigned to other programs within the corporation, while other part-time positions were laid off.

Due to space constraints, the Workshop relocated to 402 W. 22nd Street. This freed up the building at 780 W. 20th Street for the exclusive use of the Community-Based Program to include group model, individual model and benchwork model staff and employees.

A split shift was initiated within the workshop program. Two teams operated from 8:30 a.m. to 3:30 p.m., while one team (as well as the benchwork program) operated from 10:30a.m. to 5:30 p.m.

Due to reduced government monies available, the Eggleston Center began investigating alternate sources of industrial revenue. Though its association with the National Industries for the Severely Handicapped (NISH), the Center was awarded a contract at Langley Air Force Base. This was a $350,000 contract operating seven days per week involving commissary shelf stocking.

Second NISH contract at Portsmouth Naval Hospital, in food services was awarded. Fifty-three employees with disabilities were employed at NISH sites.

Knights of Virginia Assistance for the Retarded (KOVAR) again awarded the Center a grant for $14,000 in order to purchase material handling equipment, work stations and lunch room furniture. Virginian Pilot/Ledger Star donated a van which increased the number of agency vehicles to five.

Eggleston Services became a franchise of Cartridge King, a facility-based operation recharging toner cartridges.

Center assisted the City of Portsmouth in operation of a NISH contract at the Portsmouth Naval Shipyard Galley. This was a six-month agreement after which the contract was turned over to the city.

Center was chosen by the Council of the City of Norfolk and Norfolk Commission for Persons with Disabilities for exceptional leadership, devotion and contribution towards improving lives of the disabled community.

Third NISH contract began at Naval Station Galley in food services. 55 disabled employees staffed this site.

Corporation received the Outstanding Community Support Award from Portsmouth Community Services Board.

Zoo contract was expanded to a seven days per week operation, employing 14 workers with disabilities.

NISH laundry contract began at the 20th Street building. Employing 19 disabled employees from the workshop program, this transfer brought the number of disabled employees at the workshop to 60.

Third annual picnic was held at Princess Anne Park in Virginia Beach in September.

Long-range planning retreat was held in May, which was facilitated by a representative from the University of Maryland. Board of Directors’ planning retreat was held on September 30th and October 1st.

Day Health Program underwent its licensure re-certification review in June and was awarded a two-year license. Entire agency underwent another CARF review in December.

Volunteer program continued to grow under the supervision of Adeline Roane, Volunteer Coordinator. A total of 20 volunteers donated approximately 1,357 hours of service resulting in a savings of approximately $11,700. Volunteer, John Rausch, was recognized locally by the Channel 3 News for his volunteer service.

Plans began for the development of a horticulture training program (Tanner’s Creek) on the grounds of the Zoo.

November, 1993 brought the introduction of the “Eggleston Link”, a quarterly newsletter.

Effective in November, the corporation discontinued the payment of health and welfare benefits in cash. Benefit programs including health insurance, pension, disability and life/severance plans were tailored to the specific needs of each site.

Eggleston Center “Corporate Day” was held at Busch Gardens in September. This event took several months of planning to include bus transportation, payroll deductions, ticket sales, identification of chaperons, lunch and menu coordination. The day was a great success; approximately 175 employees and their families attended.

Marketing efforts focused on the sale of remanufactured laser printer cartridges.

In August, the Workshop diversified and began a micrographics service bureau. Two contracts were secured with employees preparing and filming over 500,000 documents for various customers.

Through funds from the estate of Laura Turner, a fund began which issued approximately $60,000 during the year in grants to promote the employment for individuals with Cerebral Palsy.

Corporation grew to surpass the five million dollar mark and experienced a 9% growth in the number of staff positions.

Center completed its first year with an Employee Assistance Program through Bon Secours-Maryview Health Corporation. The program was open to all employees and family members and was designed to provide short-term counseling, assessment and referral assistance for work and non-work related issues.

In January, the corporation adopted a Section 125 Flexible Benefit Plan. In addition, a short-term disability plan was implemented.

The first of a series of internal workshops was facilitated by University of Maryland personnel starting in May.

Longevity pins were presented at the Annual Meeting in October to all employees who celebrated 5, 10, 15… years of employment with the corporation.

Majority of production tasks available consisted of assembly, packaging, bulk mail and other fulfillment services. Customers served included DePaul Medical Center, Stihl, Dillard Paper, Farm Fresh, Norfolk Southern, Teagle-Little, and Parker Systems.

A total of 90 employees and 5 staff were employed at the Portsmouth Naval Hospital government site. New hospital site was anticipated sometime in 1997. Seventy-four employees and four staff operated the contract at the Naval Station Galley with 80% of the work being done by individuals with disabilities.

Laundry contract employed 29 workers and three staff who processed two million pounds of laundry for the Naval Hospital, and other medical and dental clinics across Tidewater.

Day Health/Habilitation Program changed its name to Community Access Program. Sixteen consumers shared 14.5 slots. Several of these participants transferred from the Workshop environment in order to receive more appropriate services suited to their needs.

OBRA program began which served 11 individuals who reside in nursing homes. Services included vocational, habilitation, mobility training, increased environmental control, networking of life-supports, well-being programs and communication and socialization training. OBRA funds allowed the purchase of necessary equipment such as wheelchairs, prone standers, communication boards, vehicles to accommodate persons with disabilities, environmental switches, etc.

Staff capacity in the Individual Model program increased from one to three Job Coaches.

In one of the largest and most successful partnering projects in Eggleston’s history, 1995 was the year that began our relationship with Lake Taylor Hospital (now known as Lake Taylor Transitional Care Hospital). After making the decision to close their on-premise laundry, Lake Taylor made the bold leap of choosing to use Eggleston’s fledgling laundry plant to process its annual ¾ million pounds of healthcare textiles. That arrangement celebrated its tenth anniversary in July of 2005. Lake Taylor Hospital remains to this day Eggleston’s largest non-government customer.

Mission revised: New Mission: Creating Education, Training and Employment Opportunities

In another growth spurt for the laundry, Eggleston began to provide linen services to two major Navy commands for Bachelor Housing. Soon thereafter, four other commands came aboard, making the Bachelor Housing requirement the largest of the laundry’s customer base. Relationship started with local and state Departments of Social Services, expanding service delivery system to a non-traditional population of individuals with disabilities.

After years of renting an old warehouse by the railroad tracks at 22nd and Debree Avenue, Business Services finally got a permanent home owned and operated by Eggleston at 6431 Tidewater Drive. Next door to a former shopping center that was recently acquired by the Norfolk Community Services Board, Eggleston purchased the property from Priest Electronics and renovated the warehouse / office complex. The building was adapted to house both the Business Services and Day Support departments.

The last year of the century, Eggleston finds itself entering into service areas it had never considered before. Camp Civitan in Chesapeake was once a thriving summer camp program owned and operated by the Civitan Club of Tidewater. Over the years it became increasingly more difficult to operate the camp three months out of the year and maintain it as vacant property for the rest. The Civitans asked for our help in directing the future of the camp.

In a unique arrangement that benefited both parties, Eggleston agreed to rent the property year round from the Civitans and revitalize their summer program. The end result was a year-round day program centered around health and wellness, as well as an award-winning summer vacation program now known as Civitan Acres.

As if that wasn’t enough, at about the same time, construction was completed on a very ambitious project called Tanner’s Creek Garden Center. After two years of fund raising and planning, Eggleston built a complex of greenhouses and a production building on the grounds of the Virginia Zoo adjacent to a branch of the Elizabeth River known as Tanner’s Creek. The Garden Center was designed to create both work opportunities for people with severe disabilities and various horticultural therapy activities.

In 2001, the laundry was awarded yet another contract – the entire laundry requirement for Fort Lee in Petersburg, Virginia. This became a watershed event for Eggleston’s corporate office at 20th and Colley Avenue. Production demand in the laundry frequently exceeded its ability to store linen, and resorting to parking soiled linen in the parking lot. Something had to be done.

So, the building was put up for sale, and we went on a search for an alternate property. The former Henry Walke Building in the Norfolk Industrial Park was purchased, and the significant proceeds from the sale of the 20th & Colley Avenue property were used to renovate and add a significant amount of laundry equipment. At 32,000 square feet both the laundry and the corporate office more than doubled in size and capacity. In the fall of that year we vacated the property that Louise Eggleston donated more than 20 years earlier and moved into our new home.

This year marked the very beginning of what has become what Tidewater residents seem to know us for the most –car donations. In a joint project with a similar company in Maryland called Melwood, Eggleston began taking tax-deductible donations of all types of vehicles as a fund raising activity for our programs. Using the Melwood Call Center and local tow companies and auction houses, we quickly got into the business of handling used cars. With large resources put towards advertising, it also became a steady source of advertising for our many services.

In October of that year, we also began a ground-breaking partnership with a large international company. Sodexho, Inc., a giant in the global food service industry was awarded the entire Marine Corp Food Service contract for the continental United States, - 58 mess halls in all. In a unique arrangement negotiated by NISH, Eggleston was able to become a mandatory sub-contractor to Sodexho and operate the Local Marine Mess Hall at Camp Allen, creating 21 new jobs.

Corporate Chief Financial Officer hired

After a series of unusual events, the Sarah Bonwell Hudgins Foundation made an appeal to all interested parties for the leasing of their property known as the Sarah Bonwell Hudgins Center. The center, a complex of industrial buildings, cafeteria, Day Care Center, gymnasium and three group homes lie in an idyllic forested section of Hampton, Virginia. For decades the primary tenant of this campus was the ARC (Association of Retarded Citizens) of the Virginia Peninsula. After choosing not to renew the lease for the property, the Foundation ended up negotiating with Eggleston to move in. On July 1st, 2004 we began operating a small but ambitious work and day support program. In a matter of months, our first waiver group home opened up. This was our first venture into residential services since we spun off Hope House Foundation decades before.

2004 also saw the opening of our first Tanner’ Creek Retail Center. On a busy section of Granby Street in the Riverview area of Norfolk, the shop was an immediate success and a volume outlet for all of our Garden Center products.

Fort Eustis, after witnessing the success of our Fort Lee project, also came on board to contract their laundry requirement to Eggleston.

Eggleston purchased and renovated yet another property at 7433 Sewell’s Point Road for what was to become our Car Donations Center. The Eggleston Automotive Centerwill be used for storage, detailing & minor repair of vehicles donated to Eggleston. On every other Saturday, an auction is held for wholesale buyers and the general public to make an offer on any of the cars that have been donated.

Due to expanded growth a Corporate Operations Officer position was implemented.

As of the writing, the year is but half-way over, but already a busy one. Early in the year we opened up our second group home and it filled quickly. Before summer arrived, our third home began taking residents. With the opening of that home, all of the buildings rented from the SBH foundation were put to use.

After a relationship that lasted 16 years, the city discontinued our custodial contract at the Virginia Zoo, citing increased contract costs. With all the resources available, we were able to successfully place those workers at other locations throughout the company.

A larger and better equipped building is being renovated for the new Tanner’s Creek Garden Center. This center, the former BeLo Market on LaValette near Granby Street is just a stone’s throw from the greenhouses. It will house a complete selection of seasonal outdoor and indoor plants and gardening supplies, coffee shop and cafe. The shop is expected to be open for business in the Fall of 2005.

Eggleston Services & Wright Brothers Films created a documentary “Nick, Luke and Linda", which highlights the lives of three individuals with developmental disabilities. Documentary accepted as the first film to the 2005 SOL Film Festival. Premiered at the Nauticus Theatre, Waterside Norfolk on Saturday 10-8-05. The premiere was attended by more than 300 people and won the top award in the Festival

October 27, 2005, Eggleston Services Celebrated 50 years of service to the surrounding Hampton Roads Community.

October 27,2005, Eggleston Services celebrated 50years of service to the Hampton Roads community at its Annual Meeting held at the Attucks Theatre in Norfolk. Nearly 600 people joined us in this wonderful celebration of our rich history of service to individuals with disabilities.

The First 50 Years!