Public Reach

PUBLIC REACH
Public Relations Agency
100 N University St
Normal, IL 61761

April 10, 2022

Betsy Kurtenbach
Program Development Coordinator (PSC)
Homes of Hope
705 E Lincoln St #313
Normal, IL 61761

Ms. Kurtenbach,

Public Reach would like to present to you our 2022-2023 proposed strategic plan for Homes of
Hope. This plan is of great importance not only for Homes of Hope, but for our agency as well. Homes
of Hope is an amazing organization full of opportunities that can drive them towards their mission and
goals. This organization should be a well-known and well-loved nonprofit within the surrounding
community. Our 2022-2023 strategic plan for Homes of Hope will help to achieve their goals and
mission.
The strategic plan Public Reach created starts in May 2022 and ends in May 2023. The first
section of the plan defines the organization and provides background information on what Homes of
Hope is and what their values and mission consist of. The second section of the plan takes a deeper
look at Homes of Hope and analyzes the current situation Homes of Hope is in as far as challenges and
opportunities as well as market position and more. The last section of the proposed plan contains the
actual actions and goals Public Reach laid out for Homes of Hope to follow over the next year. This plan
contains six objectives for Homes of Hope and the strategies and tactics they can use to achieve the
objectives along with benchmarks to measure against so they can track the progress of the plan.
Overall, this plan will help Homes of Hope to overcome multiple challenges they face as well as taking
advantage of some opportunities they have.
We are very grateful that you were willing to allow Public Reach to assess Homes of Hope’s
situation and formulate a plan to help achieve the organization’s goals. We are very excited to see how
Homes of Hope does with this plan we are proud to have created. We are very excited to see what you
think of the plan. Please feel free to reach out and discuss the items included in further detail.

Sincerely,

Kaylee Rhoades, Alyssa Lickwar, Alicia Molina, Adam Powers, Dominique Stutzki, Sydney Daeschler &
Andy Noll
 Strategic Organizational Plan
for 2022-2023 Fiscal Year

Prepared by:
Kaylee Rhoades, Alyssa Lickwar, Andrew Noll, Alicia Molina, Adam
Powers, Dominique Stutzki, & Sydney Daeschler

Public Reach

April 10, 2022

 TABLE OF CONTENTS
Page
Executive Summary 3
1.0 Organizational Background 4
1.1 Business Definition 4
1.2 Vision 4
1.3 Mission 4
1.4 Value Proposition 5
1.5 Organizational Structure 5
1.6 History & Culture 5
2.0 Situation Analysis 7
2.1 Definition & Scope of Situation 7
2.2 Stakeholders Affected 9
2.3 Competition 9
2.4 SWOT Analysis 12
2.5 Market Position 12
3.0 Plan 14
3.1 Objectives, Strategies & Tactics 14
3.2 Critical Success Factors 20
3.3 Key Performance Indicators 22
3.4 Budget & Resource Allocations 24
3.5 Timeline 24
3.6 Evaluation Method & Anticipated Results 24
Appendices 26
A. Budget sheet 26
B. Timeline sheet 29
References 30
 EXECUTIVE SUMMARY
Homes of Hope is a 501(c)(3) nonprofit organization in Normal, Illinois. The organization
serves those with intellectual disabilities in McLean County. The services provided by Homes of
Hope are mainly assisted living services with a focus on skill improvement and community
involvement. All residents are over 18 and will live there until death or until they are removed by
family. The organization was founded by mothers who wanted to create a place for intellectually
disabled individuals to live independently of their families while still receiving any help and
guidance they may need or want.
The following proposed plan focuses on the 2022-2023 fiscal year. The objectives of this
plan include improving employee retention rates; increasing research on employee satisfaction;
increasing marketing efforts; increasing funds raised from events; increasing donor
involvement with the organization and increasing funds from grants. These objectives were
developed based on interviews with Betsy Kurtenbach, the Program Development Coordinator
(PDC) as well as surveys undertaken with X office employees. The specific objectives outlined in
the plan are as follows:
● Increase involvement by current donors by 10% by October 2022
● Decrease employee turnover rate by 5% by March 2023
● Increase current employee knowledge of grant management by 20% by January 2023
● Increase donations by donors who have an income of $100,000 or more at the annual fundraiser
by 12% by May 2023
● Increase awareness research about Homes of Hope by 10% by February 2023
● Increase research about employee job satisfaction by 100% by March 2023
The success of this plan can be evaluated based on how many of the results outlined in
the previously mentioned objectives are achieved successfully. The strategies and tactics for
how Homes of Hope can achieve these objectives are outlined within section 3.0 of the plan.
Benchmarks were created using information given to us by the PDC at Homes of Hope as well as
some secondary and primary research (see the reference list in Appendix X for more details).
The completion of this plan should increase the amount of communication between Homes of
Hope and donors, which will result in more donor involvement and funding. Additionally, the
objectives will assist Homes of Hope to decrease their employee turnover rate and increase
their research on employee job satisfaction within the organization.
The changes proposed in this plan will leverage Homes of Hope’s strengths so it can
continue its mission of assisted living and skill building in Bloomington-Normal.
 1.0
ORGANIZATIONAL BACKGROUND
This section comprises the values and mission of Homes of Hope and explores the
services they provide. In this section Homes of Hope’s organizational category will be defined
along with their vision, mission, value proposition, organizational structure, history and culture.

1.1 Business Definition

Homes of Hope has been serving those in the Bloomington-Normal community with
intellectual disabilities since 1995. The organization was founded by a group of mothers looking
to create a place for their children once they were no longer able to care for them. This group of
mothers founded Homes of Hope and created their first Community Integrated Living
Arrangement (CILA) to house and assist those with intellectual disabilities in 1995.
Homes of Hope relies on the Department of Human Services (DHS) for 95 percent of its
funds. The rest of the funds the organization receives come from donations and fundraising
events. Funds from the DHS cover most of the organizations costs, but any extra money needed
for repairs, maintenance or emergency funds comes from the donations and fundraising.

1.2 Vision
A vision statement describes what an organization would like to achieve through its
efforts. Homes of Hope lists its vision as:
“To advocate for those who reside in our homes; providing a lifetime of meaningful opportunities
to achieve their dreams in an atmosphere of compassion, dignity and self-determination.”
This statement matches the values and mission of the organization and is worded in a way
that is concise but still lists all of the most important things the organization claims to strive for.
This vision is inspiring and meaningful. The vision statement describes what Homes of Hope is all
about.

1.3 Mission
A mission statement describes why an organization does what it does. Homes of Hope’s
mission statement is as follows:
“To serve and support adults with intellectual disabilities in a manner inspired by God’s call.”
This mission shows that Homes of Hope takes a spiritual approach to their services, but
overall it is focused on serving those with intellectual disabilities. The organization’s top priority
is their residents and their mission reflects that value.
1.4 Value Proposition
A value proposition is an outline about what sets an organization apart from its
competitors. Homes of Hope focuses on assisted living services specifically for those with
intellectual disabilities.

Slogan: “Assisting in persisting”

Key Message Platforms:

● Advocating for those we serve
○ Homes of Hope helps residents with anything they might need or want whether
that is exercise, cooking, doing an activity, getting a job, etc.
● Ensuring piece of mind to family and loved ones
○ This was the basis of founding Homes of Hope. The organization cares for
residents and gives them great opportunities while relieving the stress of
families who worry about what will happen if they cannot care for their family
one day.
● A nurturing environment that acknowledges the distinctive worth of each individual
○ Homes of Hope gives support and warmth to residents, supporting them and
guiding them in their goals, dreams and spiritual decisions.

1.5 Organizational Structure

Homes of Hope has a couple of different categories of employees. There is a leadership
team and then there are other employees who either work in the office or in the homes with the
residents. The leadership team includes an Executive Director/RN, an Office Manager, a Clinical
Manager, a Qualified Intellectual Disability Professional (QIDP), a Residential Manager, a
Maintenance Coordinator, a Technology Manager and a Program Development Coordinator.
Homes of Hope is looking to fill a few more positions on this team including a Personnel Support
Coordinator (PSC), an RN and another Qualified Intellectual Disability Professional (QIDP). The
day-to-day operations are led by the Executive Director, Maureen Wyhs. In the homes, there are
33 Direct Support Professionals (DSPs) who work with the residents.

1.6 History & Culture

Homes of Hope is a nonprofit that serves those with intellectual disabilities including
(but not limited to) cerebral palsy, down syndrome, autism and epilepsy. The organization has
been serving those in Bloomington-Normal and surrounding communities for 28 years. Homes of
Hope began with a group of loving parents who came together to help their children and others
like them in the early 90s.
 The concern these parents possessed for their children involved assisted living. If they
were no longer able to care for their children in the future, they wondered who would be able to
aid them in living their lives. Homes of Hope calls its homes Community Integrated Living
Arrangement (CILA), which is a replacement for the term group home in this case. Homes of
Hope felt this term better fit the mission of their organization and the feeling they want their
residents to have about the homes. Homes of Hope opened their first CILA in 1995. This CILA
gave four individuals a way to live independently in their own home with community inclusion
options like leaving to home to go to events, church, etc. available to them. Homes of Hope
currently serves 23 residents and six homes in McLean County.

Homes of Hope’s goal is to create and maintain safe and assisted living environments for
those who reside in their homes. This means having well-trained staff like DSPs on duty to
provide care at any time. Homes of Hope promotes guided decision-making, self-advocacy and
community involvement. For example, Homes of Hope helps residents to make healthier
decisions on which foods they will make, does activities focused on physical fitness, helps
residents to get jobs and transports residents outside the homes to go to church, work, etc. The
organization intends to meet the unique abilities, strengths, skills, goals, desires and needs of
each person they serve. Homes of Hope intends to be “a nurturing environment that
acknowledges the distinctive worth of each individual they serve.”
 2.0
SITUATION ANALYSIS
This section will address the current situation Homes of Hope is in. In section 2.0 the definition
and scope of the organization’s situation will be addressed along with their strengths,
weaknesses, opportunities and threats. There will also be an analysis of the organization’s
competitors as well as an analysis of their market position and the stakeholders affected by the
organizations situation.

2.1 Definition & Scope of Situation

Homes of Hope is a 501(c)3 nonprofit organization that serves those with intellectual
disabilities by helping them to live more independently with help where they need it. The
organization gets most of its support from the Department of Human Services, but also provides
extra money for home improvements and emergency funds through fundraising events, public
and private donors, their foundation board and grants. At the moment, Homes of Hope is
currently serving 23 individuals with intellectual disabilities. They hold six homes across McLean
county to help these individuals lead independent lives with help available where they need it.
Currently, Homes of Hope has the main goal of raising money for the organization
through donations to continue achieving its goals and helping more people live their lives
independently. They hold one major fundraiser event each year to raise money and utilize radio,
social media, and word of mouth to publicize it. They usually raise about $20,000 each year from
this fundraiser, but the pandemic hit the profits for this event pretty hard, which brought the
number down to only 30 percent of its usual profit at $6,000. They are looking for more
fundraiser ideas and a better way to get more people to attend events to increase their
fundraising profits.
At the moment Homes of Hope is struggling with challenges like involvement, especially
with younger people. Homes of Hope needs to create engagement between the company and the
younger public in order to secure a young base that will grow with the company. Their current
donors are all older and engaging with new publics will be important for them so they can
continue to have individuals involved as donors and volunteers in the future.
 One specific improvement the organization is looking to make involves updates in
technology. Homes of Hope just made their first update to their website in three years. This is
something they should be more on top of so that their audience can easily go to their page and
see what is going on with the organization and how to get more involved. Homes of Hope should
also create a social media plan to create more posts now that they have more than just a
Facebook page to communicate their mission. An increase in technology use and social media
presence will also help Homes of Hope reach the younger public. Something else the
organization would like to do is obtain email addresses from their supporters so they can send
out email blasts about events and updates for the organization. This might be something easier
for them to do through their website as well. Updates in technology practices, like asking for
emails from volunteers and donors, will help them reach goals like this as well.
One of the internal challenges Homes of Hope suffers from includes difficulties with
COVID-19. The pandemic dramatically reduced the profits from their annual fundraiser by 70
percent. They made $14,000 less from their annual fundraiser during the pandemic. These are
funds that would normally help to contribute to emergency funds as well as cover home repairs or
maintenance the state does not cover. The pandemic also did not help them gain better
employee retention, which is their next internal challenge.
Homes of Hope has an employee turnover rate of about 20 percent. That is pretty high
and they are understaffed, so it is hard for them to keep up with everything that needs to get
done within the organization. Most employees would recommend the organization as an
employer and find their job rewarding, but others feel they are not cared for by the organization
and that they are overworked and underpaid.
The last internal issue mentioned by Homes of Hope is their limited funds for advertising.
Increasing the fundraising dollars and recovering from that huge decrease in event profits over
the pandemic will be important in increasing their advertising budget so they can get their name
and mission out there through radio, billboards and other paid advertisements. They can also pay
to boost their posts on social media so more people will see them.
2.2 SWOT Analysis
A SWOT analysis includes laying out the strengths, weaknesses, opportunities and threats
to an organization. Each of these categories is organized into three subcategories: aspect,
implications and actions. This analysis is an important item that will help Homes of Hope
analyze itself and prepare to take action accordingly.

Aspect Implications Actions

Emotional appeal Will be more likely to Amplify this in social media

Strengths
attract donors plans and any advertising
plans

Long standing Respected within the Use this as a way to market

organization community the mission to the
community. Have milestone
events and reiterate how
many clients and families
have been served by the
organization.

Outdated Unable to easily reach and Add a place to ask for emails
Weaknesses
technology communicate with donor from volunteers and donors if
practices and volunteer publics they would like to receive
online about news and updates on the organizaiton.
events
Coming up with a social
media schedule and sticking
to weekly posts.
 Bad employee Missing an multiple Improve employee
retention organizational positions recruitment practices and
and has a high employee add more fun and/or value to
turnover rate the experience of being a
Homes of Hope employee.

Increase funds Receive more Apply for more grants like the
Opportunities
from grants improvements to the With Foundation grant
homes and lives of the
residents within the
homes

Annual event Receive more donations Communicate more with

engagement from events hosted donors through mail, email,
flyers, news media and online
updates

Pandemic Less money raised for Try more online and outdoor
Threats
reducing event cause events when indoors poses a
capability risk

Marketing costs Less publics hearing about Increase social media activity
are high Homes of Hope and send out a lot of press
kits when there is something
big happening for the
organization.

2.3 Competitor Analysis:

There are no facilities like Homes of Hope in the Bloomington-Normal area, but they
still have multiple competitors. The competitors listed below may not have the same mission as
Homes of Hope, however they are other nonprofits who will be competing for donors or grants
of some kind.
2.3.1 Special Olympics
● Services people with intellectual disabilities by providing year round athletic
competitions for various sports.
● This could be a competitor due to the fact their mission is to also teach people with
disabilities various skills that Homes of Hope may too
2.3.2 Marcfirst
● Services people of all ages with intellectual disabilities and focuses on independence
training for adults.
● While the larger program for this organization mainly focuses on children with
developmental disabilities, it also continues to help these individuals throughout their
lives and helps them to learn better how to live in “the real world.” The Marcfirst mission is
very similar to Homes of Hope, but this organization focuses on helping the individual
from birth and does not provide assisted living services.
2.3.3 Humane Society of Central IL
● A non profit organization that finds homes for abused or unwanted pets
● This could be a competitor due to the fact that more people may be drawn to donate to
this organization due to the websites posting of the sad animals in cages.
2.3.4 Assisted Living Facilities in the area
● Services those who cannot live fully independent and provides a place for them to live
somewhere there will always be someone to help. This competitor is competing with
HOH for employees due to the fact that the positions are similar in the skill set they
require, since they are taking care of people daily and for a long time.
● Homes of Hope is a permanent assisted living situation for the majority of residents, so
other assisted living facilities serve a similar purpose. Not all assisted living is focused
on those with intellectual disabilities, in fact, most are focused on those who are older
and may develop disabilities as they age. Homes of Hope is a long term solution for those
who (usually) are born with intellectual disabilities like autism, cerebral palsy, down
syndrome, and epilepsy.
2.4 Stakeholders Affected
Homes of Hope serves multiple publics in Bloomington-Normal and the surrounding
communities. The organization is mainly focused on those in and around McLean County.
Without its stakeholders, Homes of Hope would cease to exist and function as an organization.
Homes of Hope could not do anything without their external stakeholders, which include
donors, the state, residents, and guardians of the residents. Homes of Hope receives about 95
percent of their funds from the state. Donors contribute a lot to the organization and help to fund
more maintenance, repair and emergency costs for the organization that the state does not
cover. Most individual donors are between 50 and 70 years old. Some organizations contribute
and donations range from $25 to $10,000. The guardians of the residents often decide to place
them in the homes, but the residents are the biggest stakeholders. The residents are those in the
homes with intellectual disabilities that prevent them from living completely independently.
Without residents to house and assist there would be no reason for Homes of Hope to exist as
the organization it is today.
Internal stakeholders include the employees. Employees are largely the staff within the
homes and the office. These staff members maintain the homes, work with the residents, and
raise money for the company through marketing efforts. These are all essential duties that need
to be performed in order for Homes of Hope to continue on with the pursuit of their mission.

2.5 Market Position

Homes of Hope is an organization that provides a permanent living facility for adults with
intellectual disabilities. They provide opportunities for their residents they would not receive in
the outside world, while caring for them and helping them with daily tasks.
No other organization in Bloomington-Normal does exactly what Homes of Hope does.
There are other organizations, like Special Olympics, that work with people who have intellectual
disabilities, but they do not provide the same services. Their missions slightly overlap because
they both teach skills to people with intellectual disabilities. The Special Olympics focuses on
athletic competitions whereas Homes of Hope focuses on housing and caring for those with
intellectual disabilities.
 Homes of Hope also has to compete for donors with the other nonprofit organizations in
the area. Other assisted living facilities are also in competition for staff, but they do not have the
same core mission as Homes of Hope, which makes Homes of Hope stand out in this area.
Being that there are no other organizations in this area with the exact mission as Homes
of Hope, they already stand out. They are set apart from other organizations in this area in
general because they have a unique mission and appeal to emotions.
Due to Homes of Hope appealing to emotions as strongly as they do, they can use this to
their advantage to attract more donors. They can use emotional appeal in any social media and
advertising plans. They can use this when promoting events, which will lead to more event
engagement which could then lead to more donations. This also gives them the opportunity to
receive more grants which will be able to improve their organization and even better living for the
residents.
 3.0
PLAN
This section proposes a professional plan for Homes of Hope in the new fiscal year. The plan laid
out in this section will build on Homes of Hope’s current tactics to assist them with achieving
their mission and vision. The improvements are laid out in sections below titled objectives,
strategies, tactics, critical success factors, key performance indicators, budget and resource
allocations, plan timeline and evaluation method, and anticipated results.

Objectives, Strategies, Tactics

The following table is composed of objectives, strategies, and tactics that direct this plan. The
objectives are statements that direct Homes of Hope’s goals. Every objective is followed by a
benchmark that details the current status of the target audience mentioned in the objective. A
rationale is also included under our objectives to help better explain what the objective is trying
to accomplish and explain its purpose. The strategies that follow the objectives are there to help
describe what we suggest should occur to meet the objective. The tactics help achieve and
implement the strategies to obtain the overall goal. The objectives, strategies, and tactics that
we have come up with will help accomplish Homes of Hope's goals.

Objectives Strategies Tactics

1. Increase involvement by current - Involvement - Get donors involved in

donors by 10% by October 2022 Homes of Hope by
interacting with the
Rationale: There were no updates residents.
to the Homes of Hope website for - Donor lunch at a
three years until just recently. restaurant in town
Keeping donors updated on
where their donations go, how - Communicate to donors
they are using them, and what the via social media. Ex:
organization is doing in general. shout-outs tags, etc…
they are using them, and what the
organization is doing in general.
Benchmark: About 50% of donors
are currently actively involved
2. Decrease employee turnover
rate by 5% by March 2023
Rationale: The current employee
turnover rate means some of the
staff are having to pick up the
slack from the vacant positions,
and Homes of Hope needs to
spend time and money recruiting
and interviewing for employees.
Having higher retention rates
would reduce those time and
financial costs.
Benchmark: The turnover rate for
employees is currently at 20%
via social media. Ex:
shout-outs tags, etc…
- Social Media Strategy
- Regular biannual website
updates
- Email blasts about recent
organizational updates
- Communication Strategy - Show what specific items
their money goes
towards.
- Research strategy - Survey employees and
staff once a month to see
how they are doing with
their job role
- Weekly meetings to
create two-way
- Communication strategy communication
- Incentives Ex: Have a
small employee raffle
- Motivation strategy annually or biannually
- Hire a personal support
coordinator. This person
- Hiring strategy is in charge of HR duties.
employees is currently at 20% is in charge of HR duties.
- Hiring strategy

3. Increase current employee - Grant management - Apply for the With

knowledge of grant management strategy Foundation grant
by 20% by January 2023 - Train office staff on grant
writing
Rationale: Homes of Hope
receives many grant funds for - Research strategy - Research more grants
their expenses, including a that Homes of Hope
technology grant for the qualifies for
residents. Increasing the grants
they apply to will help them cover
more costs without having to rely
on donations for things like
technology or repairs and
maintenance to the homes.

Benchmark: The Technology

Manager and the Program
Development Coordinator are the
two roles most involved in grant
writing. Board members
participate in creating objectives
for grants, but most staff are not
knowledgeable about grant
writing.
4. Increase donations by donors
who have an income of $100,000
or more at the annual fundraiser
by 12% by May 2023
Rationale: Extra funds raised can
allow Homes of Hope to make
more updates in the homes as
well as adding to their emergency
fund for a fallback if they are ever
needing a lot more than the
Department of Human Services is
giving.
Benchmark: Donors usually give
around $20,000 total during the
annual fundraiser. The average
amount of guests at the
fundraiser is around 150.
- Social Media strategy - Use social media to update on
the event and increase
anticipation
- Use Instagram polls to get ideas
about event activities from
followers
- Fundraising strategy
- Add activities and games to
participate in for a donation fee
- Partnership strategy
- Support other events from other
assisted living facilities
- Partner with other assisted
living facilities
5. Increase awareness research
about Homes of Hope by 10% by
February 2023
Rationale: Homes of Hope will be
able to figure out how well-known
they are as an organization and
set goals to grow based on that.
- Booth strategy - Booth at “First Fridays,”
which is an event
occurring in downtown
Bloomington on the first
Friday of each month

Benchmark: No recent research

efforts.

6. Increase research about - Research strategy - Send out employee

employee job satisfaction by surveys monthly
100% by March 2023 - Revise survey questions
based on responses
Rationale: Increasing research
about employee job satisfaction
will allow the organization to
pinpoint challenges employees
are encountering in the
workplace and implement change
 and/or conversation.

Benchmark: An initial small

sample of employees indicated
there might be some job
dissatisfaction requiring further
research

Critical Success Factors

The table below displays four elements that could either help or hurt the objectives we are
working toward with this plan. It is crucial to discuss the opportunities, barriers,
environment, and resources listed below to have a proper analysis of the plan.

Objectives Opportunities Barriers Environment Resources

Increase More Some donors may Donors want to Employee to update

involvement by communication not want to take stay informed on the website and
current donors by and donor extra time to get where their money create a social plan.
10% by October involvement mean involved is going
2022 more donations,
which can
contribute to
updates on the
homes and an
emergency
fallback fund for
the organization.

Decrease Increased Retention rates Employees want Employee to create

employee turnover employee may not go up. to have job and distribute staff
employee turnover employee may not go up. to have job and distribute staff
rate by 5% by retention, security. surveys.
March 2023 therefore, building
a stronger work Consistent time and
community. location for weekly
staff meetings.

Increase current Homes of Hope There are certain Will have to Employee to search
employee will have more grants Homes of expand their for and apply to
knowledge of money to do more Hope will not be research and time grants Homes of
grant events and be able eligible for. to find more Hope qualifies for.
management by to keep homes grants.
20% by January looking their best.
2023

Increase More funds will Only one annual Donors want to Volunteers to work
donations by allow Homes of fundraising event. see more on event planning,
donors who have Hope to make improvements and set up, and taking
an income of more updates to progress for down.
$100,000 or more the residents’ Homes of Hope.
at the annual homes and add to Social media plan
fundraiser by 12% their emergency for promoting the
by May 2023 fallback fund. event.

Money for
advertising.

Paper for flyers.

Increase Reach a larger Limited methods Employees want Employee to run the
awareness group of people. for finding to reach a bigger booth.
research about More exposure to awareness. audience and
Homes of Hope by more people. extend their Money for
10% by February Raising awareness services more placement of booth
2023 about Homes of broadly. at First Fridays.
2023 about Homes of broadly. at First Fridays.
Hope and its
mission.

Increase research Increased Not all employees Employees want Surveys

about employee employee will participate in to feel heard by
job satisfaction by positivity about surveys if not their employer. Employee to
100% by March organizational mandatory. distribute surveys
2023 connection. to staff.

Key Performance Indicators (KPIs)

KPIs are used to evaluate the performance of Homes of Hope to ensure that we will see the
desired outcome from this proposal. Homes of Hope should look back at these KPIs to see the
growth being made and ensure there are improvements being made along the way.
Some of the key performance indicators could vary for multiple different reasons. One key
performance indicator could be objectives and barriers that are met or not met in a specific
time frame.
● Objective 1 - Increase involvement by current donors by 10% by October 2022.
○ KPI- Analyze donor involvement in which they communicate with Homes of Hope
and have an increase of 5% in two separate months by October 2022.
○ Benchmark- Analyze this data and then speak with certain donors about their
involvement.
● Objective 2 - Decrease employee turnover rate by 5% by March 2023.
○ KPI- Because of the high turnover rate, we suggest that Homes of Hope decrease
the employee turnover rate by 1% in five separate months by March 2023 and hire
employees within the next 6 months.
○ Benchmark- Track the turnover rate for a 6 month period and compare percentages
and then analyze the rate and discuss improvements.
● Objective 3 - Increase current employee knowledge of grant management by 20% by
January 2023.
○ KPI- Increase employee knowledge of grant management each month by 2.5% from
May 2022 until January 2023.
○ Benchmark- Determine employee knowledge at the beginning of each semester and
adjust the amount of increased knowledge every 6 months.
● Objective 4 - Increase donations by donors who have an income of $100,000 or more at the
annual fundraiser by 12% by May 2023.
○ KPI- Track the attendance and funds raised at the event Homes of Hope hosts each
year and increase donations by 1% for 12 months until May 2023 so improvements can
be made for Homes of Hope.
○ Benchmark- Analyze the attendance, funds raised, and adjust resources and funds
for each event.
● Objective 5 - Increase awareness research about Homes of Hope by 10% by February 2023.
○ KPI- Research level of awareness about Homes of Hope each month from May 2022
through February 2023 by having a booth present at First Fridays in Bloomington and
increase awareness by 1% each month for 10 months.
○ Benchmark- Analyze the level of awareness and obtain a number for efforts to
increase awareness about Homes of Hope.
● Objective 6 - Increase research about employee job satisfaction by 100% by March 2023.
○ KPI - Since 14% of employees do not find their job with Homes of Hope satisfying or
rewarding, sending out employee surveys monthly could be beneficial. We hope to
increase job satisfaction by 10% each month for ten months by March 2023.
○ Benchmark - Analyze monthly surveys and track the percentage of satisfied
employees and conduct monthly staff meetings to build job satisfaction within the
organization.
Budget & Resource Allocations
This budget plan includes Homes of Hope’s estimated income from the 2022-2023 fiscal
year. The budget also includes the estimated expenses from this plan’s tactics for each objective
listed. The expense and income numbers are based on research. The total proposed expenses
for the 2022-2023 fiscal year are $44,237.00 in order to fill the needed positions and complete
the needed strategies and tactics.
Timeline
If Homes of Hopes applies this plan, the timeline will need to be followed beginning May 1st,
2022, and continues on through May 2023. A timeline helps provide a detailed visual overview of
the plan from start to finish and helps everyone involved track the progress. The vibrant colors
represent the overall objectives of the plan, while the chalky colors represent the tactics and
may continue on after the established objective date.
Evaluation Method & Anticipated Results
In order to determine the success of this plan, Homes of Hope must take measurements
throughout and at the end of the plan. The measurements needed to evaluate the plan’s
effectiveness include tracking the donor’s involvement and communication more closely,
measuring the employee turnover rate, tracking grant funds, creating more fundraising events,
and tracking the digital marketing of Homes of Hope.
● Objective 1 - Increase involvement by donors by 10% by October 2022.
○ If Homes of Hope increases the involvement of donors in the organization by 5% in 2
separate months by October 2022, they are successful.
○ If the objective is unsuccessful, Homes of Hope will not create positive donor
relationships at an increased rate.
● Objective 2 - Decrease employee turnover rate by 5% by March 2023.
○ If Homes of Hope decreases the employee turnover rate by 1% in five separate
months by March 2023 and hires employees within the next 6 months, they are
successful.
○ If the objective is unsuccessful, Homes of Hope can reevaluate their efforts.
● Objective 3 - Increase current employee knowledge of grant management by 20% by
January 2023.
○ Homes of Hope can increase employee knowledge of grant management each month
by 2.5% from May 2022 until January 2023, they are successful.
○ If the objective is unsuccessful, they can continue their current efforts of applying for
grants.
● Objective 4 - Increase donations by donors who have an income of $100,000 or more at the
annual fundraiser by 12% by May 2023.
○ If Homes of Hope increases fundraiser donations by donors with an income of
$100,000 or more, they will be successful.
○ If the objective is unsuccessful, Homes of Hope can increase communication with
individual donors to improve relationships, therefore making the donors inclined to
donate more.
● Objective 5 - Increase awareness research about Homes of Hope by 10% by February 2023.
○ If Homes of Hope can increase research efforts about awareness by 1% each month
until for 10 months, they will be successful.
○ If the objective is unsuccessful, they can adjust research methods based on resources
available and increase research by smaller increments.
● Objective 6 - Increase research about employee job satisfaction by 100% by March 2023.
○ If Homes of Hope increases their employee job satisfaction by 10% each month for 10
months, they will be successful.
○ If the objective is unsuccessful, Homes of Hope will need to increase research by
smaller increments.
 APPENDIX A
Budget
2022-2023 Proposed Budget

ACC TOTAL TOTAL

T INCOME ACCOUNTABILITY BUDGET ACTUALS VARIANCE NOTES

Source 1: Illinois Department Illinois State funding $1,900,00 Accounts for approximately
1 of Human Services and tax payers 0 $0.00 $0.00 95% of the budget

Mclean County and

Source 2: Donations and External member Accounts for approximately
2 Grants funding $100,000 $0.00 $0.00 5% of the budget

$2,000,00
TOTAL 0.00 $0.00 $0.00

ACC TOTAL TOTAL

T EXPENSES ACCOUNTABILITY BUDGET ACTUALS VARIANCE NOTES
Objective 1: Increase
involvement by current
donors by 10% by October
100 2022 Management $0.00 $0.00 $0.00
Tactic: Get donors involved
in Homes of Hope by Updates on benefits provided
interacting with the to residents via donations can
110 residents. Technology Manager $0.00 $0.00 $0.00 be blasted monthly via email
Program Estimating 15 total attendees
Tactic: Donor lunch at a development (1-3 staff and 12-14 donors) at
120 restaurant in town. coordinator $300.00 $0.00 $0.00 $20 per meal
Tactic: Communicate to Instagram, Twitter and
donors via social media. Ex: Facebook can mention
130 shout-outs tags, etc… Technology Manager $0.00 $0.00 $0.00 followers for free
Tactic: Biannual website Updates based on changes
140 updates Technology Manager $0.00 $0.00 $0.00 within the organization
Tactic: Show what items
their money goes towards.
Ex: $amount - resident
excursion, $amount - house Program List for members/ consistent
plumbing, $amount resident development donors can be generated for
150 technology, etc. coordinator $0.00 $0.00 $0.00 free and blasted via email
 Updates can be compiled into
a bulleted list and coupled with
Tactic: Email blasts Program a formulaic marketing email to
development go to all donor contacts every
160 coordinator $0.00 $0.00 $0.00 month for free
Objective 2: Decrease
employee turnover rate by
200 5% by March 2023 Management $0.00 $0.00 $0.00
Tactic: Conduct surveys with
employees and staff once a
month to see how they are
210 doing with their job role Management $1,500.00 $0.00 $0.00 Qualtrics Employee XM plan
Tactic: Weekly meetings to
create two- way Once a week at least 30
220 communication Management $0.00 $0.00 $0.00 minutes
Tactic: Fill key roles such as Position offers up to
230 Human Resources position Management $41,000 $0.00 $0.00 $41,000.00 annually
Program Gift cards for things such as
Tactic: Have a small development gas, grocery, and visa gift
employee raffle annually or coordinator and cards valued up to $250 twice
240 biannually Management $500.00 $0.00 $0.00 a year
Objective 3: Increase grant
funds received by 10% by
300 January 2023 Management $0.00 $0.00 $0.00
Application is free and can
Program provide between
Tactic: Apply for the With development $30,000-$50,000 for up to
310 Foundation grant coordinator $0 $0.00 $0.00 three years
nonprofitready.org offers free
online grant writing classes/
Tactic: Train office staff on skyelearning.org offers
grant writing advanced writing classes for
$160.00. Train two people for
320 Management $320 $0.00 $0.00 $320
Tactic: Research more Program
grants that Homes of Hope development
330 qualifies for coordinator $0 $0.00 $0.00
Objective 4: Increase
donations by donors who
have an income of $100,000
or more at the annual
fundraiser by 12% by May
400 2023 Management $0.00 $0.00 $0.00
Tactic: Use Instagram polls Program
to get ideas about event development Instagram polls can be
410 activities from followers coordinator $0 $0 $0.00 generated for free
Tactic: Use social media to Program
update on fundraising events development Countdowns and weekly
420 and increase anticipation coordinator $0.00 $0 $0.00 updates
Activities like Bingo,
 Activities like Bingo,
hand-picked mystery boxes
from the residents, ring toss,
Tactic: Add activities and etc. Allow $100 for misc items
games to participate in for a incase donation expectations
430 donation fee Technology Manager $100.00 $0 $0.00 are not met.
Tactic: Support other events Program
from other assisted living development
facilities coordinator $0.00 $0.00 $0.00
Program
Tactic: Partner with other
development
assisted living facilities
coordinator $0.00 $0.00 $0.00
Objective 5: Increase
awareness research about
Homes of Hope by 10% by
500 February 2023 Technology Manager $0.00 $0.00 $0.00
Businesses including artists
Tactic: Booth at “First
will allow booths in their
Fridays,” which is an event
studios for free sometimes,
occurring in downtown
Program otherwise a table can be set
Bloomington on the first
development out on the sidewalk during the
Friday of each month
510 coordinator $0.00 $0 $0.00 event
Objective 6: Increase
research about employee job
satisfaction by 100% by
March 2023
600 Management $0.00 $0.00 $0.00
Surveys can be sent out via
Tactic: Send out monthly Qualtrics Employee XM from
610 employee surveys Technology Manager $0.00 $0.00 $0.00 above
Tactic: Revise survey
questions based on
responses Management $0.00 $0.00 $0.00

TOTAL $43,720 $0.00 $0.00

TOTAL TOTAL
COMPARISONS BUDGET ACTUALS VARIANCE

$1,956,280
Income v. Expense .00 $0.00 $0.00
 APPENDIX B
Timeline
 REFERENCES
Employee experience management platform (2022, March 29). Qualtrics.

https://www.qualtrics.com/employee-experience

Free grant writing classes (n.d.). NonprofitReady.

https://www.nonprofitready.org/grant-writing-classes

Grant Guidelines (2021, June 5). WITH Foundation, withfoundation.org/grant-guidelines.

Homes of Hope (2022) Homes of Hope. homesofhopeinc.org/.

Skye Learning: Online courses - give yourself some credit (n.d.). Skye Learning®.

https://skyelearning.com/courses/1770/advanced-grant-writing