March 20, 2018
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Web of Faith

Catholic Foundation’s new website highlights organization’s mission

The Catholic Foundation of Southwestern Indiana just received a slick update for its pre-existing website. Todd Brock, executive director of the Foundation, says, “The mission of The Catholic Foundation is to help individuals create legacies to serve God through Catholic causes.”

The Foundation serves nearly 80,000 Catholics in the Diocese of Evansville. Its website is easily navigated and intuitive, featuring four pop-up informational tabs that discuss parish life, Catholic education, social services, and vocations.

“We decided to create a new site to fully communicate and engage the Catholic and general populations of the region to become better aware of what we do, how we do it, and how they can make a difference within the scope of our mission,” says Brock.

Don’t miss: The site is updated regularly, providing visitors with additional resources such as events, stories, photos, and other information.

“Our website is the ‘front-porch’ for individuals to become more acquainted with what we do. The website will help us build capacity in our communication efforts, and engagement with constituents,” says Brock.

Site Designed and Maintained By: Todd Brock

Site Developed By: Red Pixel Studios

For more information about the Catholic Foundation of Southwestern Indiana, visit


Healthy Competition

Ten Adams raises the bar on health care in Evansville and beyond
Jon Headlee began as an account executive at Ten Adams and has been president of the agency for more than 20 years.

Jon Headlee may not have M.D. behind his name, but he has spent enough time in hospitals to know health care is about more than just treating people when they are sick.

As president of Evansville-based Ten Adams — one of the nation’s leading healthcare marketing and advertising agencies — Headlee and his team help hospitals, doctors, and clinics survive and thrive in the midst of healthy competition.

“In the past, providers had a healthy respect for each other, and they had this gentleman’s agreement that they each had their own geographic areas of service,” says Headlee. “Those days are all gone, and it is about providing the best care, but it also is about growth and survival.”

Community hospitals and independent physicians once adhered to an unspoken rule of staying within their own city and county lines when treating patients. Now, smaller hospitals and private practices are becoming a thing of the past, opting instead to consolidate with larger healthcare systems — locally, Deaconess and St. Mary’s hospitals — that have greater resources, impact, and brand recognition.

“They used to not go into each other’s territory. Now when they do, it’s because community hospitals can’t offer those same levels of service,” says Headlee. “There’s an initiative to work together. For example, when a small hospital in Illinois has a patient who needs something they can’t offer, they will send them to Deaconess or St. Mary’s with the understanding that when that care is done, they send the patient back.”

The focus has shifted from respect and camaraderie to one of competition and collaboration. That shift is good not only for caregivers, but also for the consumer.
“There are all kinds of additional places where people can receive their care or have their procedures done, and that has created new competition,” says Headlee. “It’s created options and alternatives for the consumer, which is why the role of healthcare marketers is more and more important.”

Change has been fueled in part by technology. Hospitals now also utilize technology — email, apps, and websites — to educate, schedule appointments, and create relationships before care is needed.

“Today, they want to begin a relationship long before you’re sick and you have to decide to go to the hospital, and if so, which one,” says Headlee. “Of course, if you develop relationships with patients before they’re sick, and try to keep them healthier longer — which is how the government is looking to pay healthcare organizations, not a fee for service — then when they do need emergent care, they already have their preferred provider.”

Ten Adams’ objective is to make its clients the clear choice for patients. Using its 5D marketing process — discover, devise, develop, deploy, and discipline — Ten Adams highlights successes already happening within
the organization.

“What we do is help connect the people in the community with, most of the time, the great things already happening inside the hospitals,” says Headlee.

But hospitals can’t provide great care without great people. An additional task for Ten Adams is to help recruit and retain great caregivers. That means he and his team not only learn about hospitals and clinics, but also the communities where they are located to entice professionals to relocate there. Because there is a shortage of doctors and nurses, Headlee and his team want their clients’ communities to shine.

“We’ve got to stand out among not just our competitor across the street for patients, but the competitor across the state or across the country for that orthopedic surgeon, or that cardiothoracic surgeon — those folks are in high demand,” says Headlee. “They’re selling their community, they’re selling their features, their benefits, why doctors should come to this healthcare organization as opposed to the other five they’re talking to.”

Headlee can’t help others build an all-star team if he doesn’t have his own. Touting a team that is half logic, half imagination, and 100-percent brainpower, Headlee recruits team members to balance a combined left-brain (analytical) and right-brain (creative) approach. While technology has changed since Ten Adams began almost 30 years ago, its focus on people has not.

“Building on that foundation of great people, great work, and great clients, that’s still what makes us who we are today,” says Headlee, who in 2000 realigned Ten Adams to focus solely on healthcare advertising. “It’s a little cliché, but you’re only as good as the team you’ve got. And I’ve worked hard to build my team. As we’ve been growing and evolving, that’s been a critical component to our success.”

The success and quality of work at Ten Adams has attracted professionals from around the country. While two of the 25 employees work remotely, the rest reside in the Tri-State, with many having relocated here — proof that Evansville and surrounding communities have a lot to offer.

“I think people are attracted to a smaller organization — the high performers — because they want to get in and contribute and make a difference. It’s not that you can’t do that in a large organization, but I think your impact is felt more significantly in a smaller organization like Ten Adams,” he says.

Headlee’s diverse team provides quality work to a growing list of 16 clients — ranging from academic medical centers, regional health systems, and children’s and community hospitals — in eight states. Among those is Evansville’s St. Mary’s Health, a Ten Adams client since 2009. Ten Adams’ representation of St. Mary’s will end January 2017 because the hospital’s parent company Ascension Health is aligning its healthcare divisions’ brands at a national system level.

Competition between St. Mary’s and Deaconess hospitals ultimately has raised the bar for health care in the Tri-State.

“We are blessed to have both of them in Evansville. They both have a strong commitment to doing what is best for patients and not just their bottom lines,” he says. “I’ve been in other organizations that say that, but maybe their actions or business practices don’t support it like I’ve seen it in Evansville.

“It’s an interesting time to be in both the healthcare and the marketing and advertising industries,” says Headlee. “If the next 20 years are anything like the last 20 years, it will be exciting to see where healthy competition leads us.” 

For more information about Ten Adams, visit


Jack H. Kinkel

Jack H. Kinkel stands in front of the building he designed for Traylor Bros. on Evansville’s East Side.

Hometown: Evansville

Job: Architect, Jack R. Kinkel & Son Architects, PC

Education: Business degree from Evansville College (now University of Evansville), 1962; completed architecture studies at University of Kentucky, Lexington, Kentucky, in 1964; and became licensed in 1969.

Resume: Kinkel’s designs include National Guard Armory in Evansville; Powell Residence Hall (designed and constructed in 90 days), Schroeder Residence Hall, and Bower-Suhrheinrich Library at the University of Evansville; The Recreation, Fitness, and Wellness Center at the University of Southern Indiana; multiple buildings at Oakland City University, Oakland City, Indiana; Holy Rosary, Good Shepherd, and Holy Redeemer Catholic churches in Evansville; three additions to Traylor Bros.’s office building; and D-Patrick’s Nissan, Ford, and Motoplex.

Family: Wife Linda; three children, Amy Adams, Susan Schweir, and Jack (J.T.) Kinkel; and 11 grandchildren

After 53 years in the architecture business, Jack H. Kinkel is nowhere near ready to retire. In 1964, he began working for his dad and the company’s namesake, Jack R. Kinkel. He has transitioned to working for his son J.T., an engineer. The 76-year-old loves his career — what he calls “constant problem-solving” — designing efficient, structurally sound, and eye-catching buildings.

What is it like to work with your son?
About what it was to work with my dad. My dad and I worked together for 35 years, in the same room. I think we only had three arguments in 35 years. Now working for my son, it couldn’t get much better.

How has technology changed?
The computer changed everything. (He purchased his first computer for drafting work in 1992.) We used to draw everything by hand and try to find ways to take shortcuts to be able to complete the drawings faster. A lot of firms would have to hire a lot of people to do a lot of drafting work for a big job. Today, with a computer a small firm is all of a sudden on equal basis with a large firm. In some respects, a small firm is superior, because in the large firm its principals don’t really understand what’s happening down in the trenches. Back when you were drawing by hand, the drawings were on boards, and at midnight the boss could come into the office and inspect your work. Now it’s in a computer. As my dad used to say, “I can’t stand that thing. I can’t see what’s going on. I don’t like it. Why are we using it?” My response was, “The clients demand it.”

What design trend has had the greatest influence on buildings today?
Lightweight materials like exterior insulation finish systems and aluminum composite panels. They are lightweight and allow high cornices on buildings without too much worry about the added weight to the building. Years ago those elements were made with terracotta and stone, and that’s really heavy. Now it’s like fluffy pillows up there. We have to use the modern materials or we can’t keep up with cost. If you try to build the buildings today like you did 100 years ago, it would be very expensive and not many people could afford them.

If you were given a quarter-acre of land in the middle of nowhere and told to design a home for you and Linda, what would you build?
We tried that. Linda couldn’t understand plans. We were going to build a house so we started designing around three lots. I had five houses designed to fit on them but we couldn’t agree on the design so we bought an existing house that she loves.

Do you ever revisit your buildings?
I just drive by them. My dad said you know you’re getting old when you see your designs being torn down. I designed a building for an accounting firm, and that got torn down. I designed a building for a bank on Burkhardt and Vogel roads, and that got torn down; I thought those were nice buildings. 

Issue CoverEvansvill Business December / January 2017 Issue Cover

The Big Three

I keep learning something new every day. Unfortunately, it seems it usually is invariably learned the hard way. The adage “with old age comes experience” should have graced me as one very experienced soul by now. So perhaps I should “know better.”

I am sure there is some deep-rooted psychological reason for the fact that, besides being just a glutton, I am a glutton for punishment. Education? Why not get your bachelor’s and master’s degrees as an adult with children, working 60 hours a week? Start a business? Why not choose something easy like magazine publishing, where the grass is always green, with totally predictable 40-hour workweeks? Writing a publisher’s letter? Why not wait until the last possible moment to incur incessant nagging about finishing it?

And what and where is this all going, once again?

I will travel to Bluefield, West Virginia, on Oct. 9 to begin what I am sure will certainly be punishment. The Appalachian Series is a running event consisting of seven days, seven states, and seven half marathons. While I am sure the camaraderie and scenic beauty of the courses will be fun and inspiring, I am not sure my legs will care. As a matter of fact, I think they will voice their displeasure loudly and frequently.

What I have heard from friends regarding this is twofold: “You’re an idiot,” which I hope pertains to the series, and, “Why?” It’s probably better to answer that sooner than later after the event as the fall foliage might not be so beautiful after day three. I have three good reasons: craft beer, potato chips, and living in close proximity to Lic’s and Baskin Robbins. The order of these three is probably fairly accurate.

I don’t buy the argument that at 54 years old I should “just accept certain things.” Actually I am doing the sissy part of the event. The hardcore folks do a marathon (26.2 miles) every day for seven days. That is a mere 183.4 miles. And to think, we all take vacation time for this “enjoyable exercise.”

The training has been hard. Learning to run on very tired legs is a very difficult thing to teach your leg muscles. As I write this a week prior, I am pleased to say “the hay is in the barn” and I can start to rest more.

I know there will be times when I need to call on some mental toughness that resides in me somewhere. But just like years ago when, late into the night, a public announcer declared, “Todd Tucker, you are an Ironman,” it will be worth every last bit of pain and soreness. (Note: keep reminding yourself of this.)

2016 Appalachian Series
Oct. 9 — Bluefield, West Virginia
Oct. 10 — Bluefield, Virginia
Oct. 11 — Bristol, Tennessee
Oct. 12 — Fletcher, North Carolina
Oct. 13 — Seneca, South Carolina
Oct. 14 — Dalton, Georgia
Oct. 15 — Guntersville, Alabama

I will be visiting a few friends along the way, as well as seven state parks. And if you soon see me doing the crab walk and limping around town? Feel free to say, “It’s your own fault, you glutton.” I can expect to hear my “friend” Michael say, “Well, what did you expect, you big dummy?”

It has certainly been a sad time for many in Evansville and in the running community. I would ask that everyone take a moment to remember Janet Gries, who tragically was struck and killed by an oncoming truck as she ran on Boonville-New Harmony Road on Oct. 20. She was a lady who would have loved doing what I wrote about above and made many friends doing it. She always was quick to volunteer to help out and a friend to many. Although she died doing what she loved, that seems to be of little consolation now. Janet certainly will be missed.

As always, I look forward to hearing from you.

Todd A. Tucker


On a Mission

Tracy Gorman and Evansville Rescue Mission meet needs of area’s homeless and hungry
As the seventh CEO/president in the Evansville Rescue Mission’s 99-year history.

When Tracy Gorman became president and CEO of the Evansville Rescue Mission (ERM) in 2008, he expected a learning curve.

“I had been a pastor my entire career,” says Gorman, a New Castle, Indiana, native and former pastor of New Life Church in Newburgh, Indiana. “I truly did not know the day I took this job every aspect that the Evansville Rescue Mission was involved in.”

The Evansville Rescue Mission, 500 E. Walnut St., is more than a 204-bed men’s residence center; it also operates Camp Reveal, Youth Care Center, two thrift stores, and a donation center, with plans for additional thrift stores and a women and children’s shelter in the distant future.

Gorman’s position at the ERM gives him a front-row seat to the issue of homelessness, which he says is more encompassing than most people realize.

“It doesn’t always fit so nicely in a package,” says Gorman, who has seen every demographic come through the ERM’s doors — men and women; children and elderly; doctors, lawyers, and even a chemical engineer. “I think we get a picture in our mind of what it looks like, and sometimes we’re wrong. I was wrong.”

Since Gorman took the job, the need for the ERM’s services has risen exponentially. The Gobbler Gathering held each November has grown from serving 800 families in 2008 to more than 2,200 families expected this year. Gorman also reports a dramatic rise in the need for daily housing and meals — the ERM is on course to have more than 50,000 bed spaces and serve more than 210,000 meals by the end of the year — and the need is not likely to decrease anytime soon.

“We had the types of numbers in the summer that we normally don’t see until winter,” says Gorman. “We’re anticipating using all our bed spaces this winter, plus all our cots.”

However, Gorman isn’t deterred. Thanks to social media, relationships built with elected officials and businesses, and mailings regularly sent to homes, Gorman says the ERM’s annual giving has doubled and its presence within the community has grown.

“I think the community trusts us. We’ve been here 99 years. We’re not the new kid on the block,” he says. “I think we’re at a point where we can make a huge impact on the community even more than we ever have in the next few years. For me, that is really exciting.”

▲ Joshua Estes, 32, of Evansville, works on an assignment of PACES, the ERM’s long-term residential program.

For more information about the Evansville Rescue Mission, call 812-421-3800 or visit


Wonder Woman

Sandy Quick embraces role as rare female business owner in the appliance industry
Wayne’s Appliance & Mattress owner Sandy Quick uses the knowledge she learned from her parents to guide the business.

Sandy Quick knows how to get things done. From ordering stock and unloading trucks to serving customers on the sales floor, the Wayne’s Appliance & Mattress owner is using the strong work ethic she learned from her late parents, Wayne and Alice Forcum, to not only run but expand the more than 50-year-old business they handed down to her.

Five years ago, Quick took the reins of the family company, moving it to 5719 E. Morgan Ave. for an expansion of its products and services. Under her leadership, along with help from her husband David, the business now boasts the Restonic line of mattresses in addition to a range of household appliances from Whirlpool, Jenn-Air, Maytag, GE, KitchenAid, Samsung, LG, and Holland Grill Company. But the biggest change is the addition of a warehouse at the retail facility, which gives customers the new option of selecting and picking up products the same day.

Quick credits the company’s successful expansion to staying “local.”

“It’s hands-on constantly, and it’s human contact,” she says. “There’s no corporate office to go through — I make the decisions.”

Wayne’s 12-member staff of mostly women — many of whom have been with the company for more than 10 or 20 years — all can service each side of the business, from sales to stocking.

“We get stuff done,” says Quick, who graduated from Indiana State University-Evansville (now University of Southern Indiana) in 1985 with a degree in business administration.

Anna Meeler, a Wayne’s sales associate for eight years, says employees stay with the company for Quick’s solid leadership and strong work ethic.

“She creates a family-like atmosphere,” says Meeler.

While Quick may be a rare female business owner among colleagues at appliance industry meetings, she says it’s a big advantage in relating to female customers.

“Women take care of the household appliances and make the buying decisions,” she notes.

Another important part of Quick’s business is charitable work — most notably with the Tri-State Multiple Sclerosis Association, as she has the disease.

No matter how much the company expands, Quick says Wayne’s always will remain locally owned and give back to the community that supports it.

“Every time a customer leaves the store,” says Quick, “I thank them for buying local.”

For more information about Wayne’s Appliance & Mattress, call 812-425-5451 or visit


RAD Renovations

Evansville Housing Authority preparing for refurbishment of public housing
Evansville Housing Authority Executive Director and CEO Rick Moore attends the groundbreaking on Evansville’s public housing.

Evansville Housing Authority’s public housing is getting a much-needed facelift thanks to its acceptance into U.S. Department of Housing and Urban Development’s (HUD) newest assistance program.

HUD’s Rental Assistance Demonstration (RAD) program combines assistance through low-income tax credits and privately sourced funding. Historically, public housing receives funding from Congress. However, in recent years the federal government body has not allocated enough money to fully fund operations and upkeep.

According to EHA Executive Director and CEO Rick Moore, this $32-million, two-phase project made possible by RAD will help fix structural, infrastructural, and cosmetic damage to public housing across Evansville. Phase I — which includes improvements to 559 units in Buckner Tower (Downtown), Kennedy Tower (Downtown), Schnute Apartments (West Franklin St.), White Oak Manor (St. Joseph Avenue), and Caldwell Homes (Southeast side) — is expected to be complete by June 30, 2017. Soon thereafter, Phase II will include two waves of improvements — 230 units in Fulton Square Apartments and about 100 scattered-site units.

“We get about $1 million a year for capital improvements, so we have been able to patch the buildings over time. We needed more money to fix the structural and infrastructural needs of the apartments, though. They were not falling apart, but we didn’t want that to happen either,” says Moore.

Not only has EHA acquired more funding to create better homes for their residents because of RAD, but the program also allows EHA to perform long-term planning.

“With RAD, we have a 15-to-20-year contract which is automatically renewed in 20 years. We have, in essence, stabilized our funding for the next 40 years,” says Moore. “The plan for our future is to not only sustain what we have, but also garner capital to build more affordable housing units in this area.”

While construction is ongoing, families have the option to transition to temporary housing within their building at no additional cost.

The program also provides hope to people who rely on public housing.

“It means transformation. We can repair, improve our facilities, provide safer places to live, and a better quality of life for our residents,” says Moore. “Low-income people will have a better opportunity to reach self-sufficiency.”

For more information about EHA, call 812-428-8500 or visit


App Appeal

Download Evansville Living’s app and read the magazine on your phone or device
Evansville Living’s app

Enjoy a paperless experience of Evansville’s lifestyle magazine by downloading the Evansville Living app to your Apple or Android device.

Evansville Living’s app was released in September and currently is available on Apple’s App Store, Google Play, and Amazon Underground. The app allows readers to peruse complete print editions in brilliant digital color, effortlessly flip through pages, and share content on social media.

The app is interactive and user-friendly. Digital subscribers can set up notifications to be alerted when the bi-monthly issue is available. Flip just a few pages past the cover to find the table of contents. By tapping on a page number listed, readers are taken directly to that story; no need to scroll through numerous pages.

Want to view the magazine as if you were reading a print issue? Turn your device to a horizontal orientation (Hint: Make sure your device’s Portrait Orientation Lock is off) to see two pages — or in magazine terms, a spread — at one time. If you want to share with friends by text, social media, or through email, click on the share icon at the top right corner of the app. A moveable and resizable box appears and allows you to easily select desired content for sharing.

The app offers a one-minute preview of each Evansville Living issue so you can view content before you buy. Single issues are available for $4.99, or save by purchasing an annual subscription of six issues for $14.99.

At this time, the Evansville Living digital subscriptions must be purchased separately from print subscriptions. Evansville Business is not available on the app.


Sacred Ground

Brian Holtz’s career comes full circle to lead city’s Parks Department
Brian Holtz, executive director of the City of Evansville’s Department of Parks and Recreation.

A Catholic priest, hospice chaplain, community corrections director, and parks and recreation executive director — these careers may seem quite different on the surface, but Brian Holtz sees them as connected to one recurring theme in his life.

“Through my entire career, I looked for positions that were the model of servant leadership,” says Holtz.

In March 2016, Mayor Lloyd Winnecke appointed Holtz executive director of the City of Evansville’s Department of Parks and Recreation to fill the vacancy created by retirement. Holtz previously was the department’s deputy director in charge of partnerships and funding since 2013.

Prior to that, he had been a priest at both Resurrection Catholic Church on the West Side and Holy Rosary Catholic Church on the East Side before leaving the priesthood. He then served as hospice chaplain for Visiting Nurse Association and executive director of the Vanderburgh County Sheriff’s Office community corrections program, in which Holtz mentored non-violent offenders.

Now, Holtz manages the team of 50 full-time and more than 300 seasonal employees to maintain 65 parks, 21 recreational facilities, and more than 2,500 acres of land throughout Evansville and Vanderburgh County. He encourages employees to think outside the box to find unique solutions to budget restrictions.

“My job is to be a cheerleader, to manage and juggle a $10-million-a-year budget,” says Holtz, a 1987 Memorial High School graduate.

The job requires him to listen to the community, have an open mind to the suggestions made, and prioritize concerns.

“I think it takes a person who is a mediator to handle that,” he says. “To be able to decipher what needs attention and what can wait until the next day.”

The youngest of nine children and a lifelong Evansville resident, Holtz recalls growing up in Jimtown — a blue-collar neighborhood north of the Lloyd Expressway bordered by Garvin Street — and spending sunrise to sunset away from the house.

“We felt like somebody when we could ride our bikes from our house to Garvin Park,” he recalls.

He feels immense pride that his job allows him to contribute to the well-being of others who live here.

“Getting up every morning and wanting to go to work is a great feeling,” he says, adding he understands the political nature of the position means he could be out of a job after the next election. “I think my responsibility is do what I can with the time that I have. I can control me and that’s it. I don’t live in that fear. I’m appreciative Mayor Lloyd Winnecke gave me the opportunity to lead this department.”

For more information about the City of Evansville’s Department of Parks and Recreation, call 812-435-6141 or visit