Hope House, Inc.
PO Box 577
Lee's Summit MO 64063-0577
Web and Phone Contact
Telephone (816) 461-4188
Mission Statement
The mission of Hope House is to break the cycle of domestic violence by providing safe refuge and supportive services that educate and empower those impacted by domestic violence. Hope House will advocate social change that protects and engenders a person’s right to live a life free of abuse.
CEO/Executive Director Ms. MaryAnne Metheny
Board Chair Ms. Carol Baker
Board Chair Company Affiliation Kansas City Power and Light
History and Background
Year of Incorporation 1983
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement The mission of Hope House is to break the cycle of domestic violence by providing safe refuge and supportive services that educate and empower those impacted by domestic violence. Hope House will advocate social change that protects and engenders a person’s right to live a life free of abuse.
Background Statement

In 1982, police in Independence, Missouri, repeatedly responded to domestic violence incidents in the same homes because there were no available beds at Kansas City’s shelters. Barbara Potts, then Mayor of Independence, and a group of concerned citizens met to discuss the need for a domestic violence shelter in eastern Jackson County. The doors of Hope House’s first shelter, a four-bedroom house, opened just six months later on January 1, 1983. Within four hours the first client entered shelter. Within four weeks the agency was overflowing capacity. As more women and children came to Hope House, the shelter and support services were consolidated into a four-building campus offering a capacity of 52 beds. Following three domestic violence homicides in Lee’s Summit, Hope House opened a similar facility there in 2002. In 2011, a capital campaign and creative reorganizing expanded the agency’s facilities.  Today, the agency has grown to offer a full-spectrum of services through two agency-owned campuses in Independence and Lee’s Summit and two outreach offices in Independence and Blue Springs. Nightly offering 122 beds to adult and child survivors of domestic abuse, Hope House is Kansas City’s largest domestic violence shelter and the sole domestic violence service agency in eastern Jackson County.  It is committed to providing culturally competent, trauma informed care, i.e. services that value and respect diversity in all forms and that are informed by asking, “What happened to you?” rather than, “What’s wrong with you?” 

Supportive services in addition to shelter include: a 24-hour crisis line; transitional and permanent housing support; strengths-based case management; individual, family, and children's therapy, support groups, and addictions' counseling; activities that promote positive child development and parent/child interaction; 24-hour on-call support and safety planning for survivors in six hospitals; information, support, and safety planning for survivors in 13 area courts; civil legal representation; supervised visitation and monitored exchanges of custody; an onsite dental clinic, salon, and sewing room; and a collaboration with five local police departments that includes a lethality assessment protocol. Hope House also provides community education for law enforcement, attorneys, medical professionals, clergy, and lay persons. 
Impact Statement

Hope House has had a successful year and achieved a number of notable accomplishments.  A snapshot of accomplishments includes:

Permanent Housing Program: In April 2016, Hope House launched a new Permanent Housing Program to rapidly re-house survivors of domestic violence into safe and affordable permanent housing. Hope House’s housing advocate works with survivors to achieve their housing goals while rental assistance funds provide the initial funding required to secure permanent housing. The Permanent Housing Program has successfully housed 7 adult survivors and 13 children since its inception.
Outreach Advocacy Program: In April 2016, Hope House launched a new Outreach Advocacy Program to provide case management services for adult and child survivors not receiving residential services. Since the Outreach Advocate began employment, she has provided 719 contacts to 112 survivors.
Civil Legal Services: In April 2016, Hope House hired a third contract attorney to provide civil legal representation for survivors of domestic violence. Contract attorneys provide representation on a broad range of legal issues including orders of protection, divorce, child custody, as well as modifications of such cases. The number of cases opened has already increased by 30% since the additional of the third attorney.
Goals for 2017:
In the coming year, Hope House will, among other goals continue the process to become an accredited domestic violence agency through the Council on Accreditation (COA). Accreditation sets an organization and its programs apart as the most efficient and successful. Hope House is currently pursuing four year accreditation through COA and anticipates a final decision in November 2017. The accreditation process has already resulted in several agency-wide improvements, including the formation of a Performance and Quality Improvement Team that meets quarterly to evaluate issues related to continuous quality improvement and risk prevention and management.
Needs Statement
  1. Funding is needed to support the Therapy Program for survivors and their children. Due to a combination of dwindling mental health resources and survivors’ increased risk for mental health issues, Hope House’s therapeutic services prove to be a necessary intervention. Recognizing the specific issues of mental health that occur within the context of DV, Hope House offers comprehensive therapeutic services at no cost to survivors.
  2. Funding to underwrite the Shelter Program budget. Hope House is Kansas City’s largest DV shelter and the only DV agency located in Eastern Jackson County, Missouri. In its last fiscal year Hope House provided safe shelter to 529 women/men and 406 children, and answered more than 4,400 hotline calls.
  3. General operating and capital support from individuals, corporations, and organizations. These unrestricted funds support comprehensive services encompassing prevention, education and support for thousands of people traumatized by domestic violence.
  4. Sponsorships for our major annual fundraiser Believe in August, with sponsorships starting at $1,000.
  5. Donations of items, toilet paper and paper towels; women’s socks and underwear; and canned fruits and vegetables.
Service Categories
Family Violence Shelters and Services
Spouse Abuse Prevention
Hot Lines & Crisis Intervention
Areas of Service
CEO/Executive Director/Board Chair Statement

Funding and provision of services are the greatest challenges facing our organization.  We continue to face an increasing need for services and funding that is not keeping pace with this increase in need. The needs of survivors are changing and are more complex which requires a new level of service provision.  We are examining how we provide services to meet the ever changing and more complex needs of survivors. We continue to review our services and how we are meeting or not meeting these needs.  As they are identified, we continue to create new ways to address survivors’ needs and challenges and balance that with the limited funding sources available. We continue to look for sustainable sources of funding and ways to weave those into new programming that better meet the ever changing needs of our clients. It is a balance and requires creativity and creating new partnerships with other community organizations and the business community.

Description Imagine walking out of your life as you know it. What if home, supposedly safe, wasn't? And so you leave your home and everything in it. Clothes. Photos. All your belongings. This is what the survivors we serve bravely do in order to stay safe. When survivors and their children come to Hope House, they are provided with safe, confidential emergency shelter; safety planning; crisis intervention; case management and referrals to community resources; limited transportation assistance; and clothing and supplies. Pets are welcome on a short-term basis. For male survivors and their dependents or female survivors with adult male dependents, emergency shelter is provided through hotel placement. All survivors and their dependents participating in the Shelter Program have access to Hope House’s comprehensive services such as therapy, substance abuse counseling, children’s services, court advocacy, transitional and permanent housing, and legal representation, among others.
Program Budget $1,065,680.00
Category Human Services, General/Other Services for Specific Populations
Population Served Victims, Adults,
Short-Term Success As a result of contact with the Shelter Program, survivors are expected to achieve a number of outcomes. A sample of these include: 65% of survivors will have strategies for enhancing their safety; 65% of survivors will have knowledge of available community resources; and 70% of survivors will make progress toward or complete housing, self-sufficiency, and health goals identified during their stay in shelter.
Long-Term Success In the long-term, Hope House intends for survivors who have utilized the Shelter Program to feel empowered to make their own decisions and to increase their ability to accomplish the goals they set. The ultimate success for survivors is a future without violence.
Program Success Monitored By Hope House evaluates the Shelter Program through the use of surveys and assessment of goal attainment. Measurement for “strategies for enhancing safety” and “knowledge of community resources” is accomplished through survey questions on the Client Exit Survey administered at the time of client exit from services. Affirmative responses to the identified questions on the survey are the desired result. For the goal related outcomes, survivors determine their housing, self-sufficiency, and health goals with their assigned advocate during advocacy meetings. The desired result is progress toward or achievement of identified goals.
Examples of Program Success

In CY2016, 88% of survivors reported strategies for enhancing their safety, and 86% reported knowledge of available community resources. Additionally, 79% made progress toward or completed housing goals; 84% made progress toward or completed self-sufficiency goals; and 92% made progress toward or completed health goals. 72% of shelter clients indicated that they would recommend or strongly recommend Hope House to a friend who was considering seeking services. When asked what they would have done if Hope House’s shelter did not exist, more than one survivor candidly shared, “I would probably be dead.”

  • Court: Domestic violence offenders are held accountable and survivors kept safe through a team of police officers, prosecutors and Hope House advocates in 13 courts. Advocates also work with police to target persistent offenders and offer lethality assessment screenings and support.
  • Civil Legal: Three attorneys who are well versed in the complex issues of domestic violence are available to represent domestic violence survivors in the civil legal system at no cost.
  • Guardian: In the Guardian Program, police officers and visitation supervisors monitor custody exchanges and visits and maintain the safety of children and custodial parents. This is the only local program of its kind operated by a domestic violence organization.
  • Outreach Advocacy: A Outreach Advocate provides advocacy and supportive services to victims needing additional support and who are not candidates for, or who do not desire, residential services.
Program Budget $752,379.00
Category Human Services, General/Other Services for Specific Populations
Population Served Victims, Adults,
Short-Term Success
  • Court: As a result of the Court Advocacy Program, survivors have a better understanding of the court process and know how to contact Hope House if needed.
  • Legal: Survivors receive competent civil legal representation and resolve their civil legal matters.
  • Guardian: The sole outcome of the Guardian Program is for 100% of custodial parents and their children to be safe.
  • Outreach Advocacy: As a result of contact with the Outreach Program, survivors are expected have strategies for enhancing their safety and knowledge of available community resources.
Long-Term Success The ultimate success for participants in the Court, Legal Services, & Guardian Programs is a future without violence. In addition, resolution of legal matters that prevent survivors from escaping the cycle of violence and that foster the attainment of self-sufficiency is a desired end result as well as safe custody arrangements that eliminate survivors’ and children’s exposure to abuse.
Program Success Monitored By

  • Court: To evaluate the Court Advocacy Program, a sample of survivors are asked during court proceedings if they have a better understanding of the court process and if they know how to contact Hope House for help after interacting with court advocates.
  • Legal: Success is determined by the number of survivors seeking legal remedies who were successful in obtaining them, such as in order of protection, divorce, and custody/visitation cases.
  • Guardian: Program personnel observe exchanges and visits and document if safety is jeopardized. Safety is priority so exchanges and visits may be terminated if program staff determine the safety of children or custodial parents is at risk. Success is defined as a report of a safe exchange or visit and/or a report of a terminated exchange or visit that maintained both the child and custodial parent’s safety.

Examples of Program Success
  • Court: In CY2016, court advocates were present to support survivors in 6,467 municipal court cases, and provided support to 2,072 petitioners in full order of protection court. Further, 100% of victims surveyed reported that they had a better understanding of the court process and 99% said they were treated with respect and understanding from the Court Advocate.
  • Legal: The legal team opened 863 cases, helping survivors pursue relief in civil legal matters arising as a consequence of domestic violence.
  • Guardian: During CY2016, 35 families with 56 children received supervised visitation and monitored exchange services. 100% of participants were kept safe.
  • Outreach Advocacy: The program started in June of 2016 and served 44 women and men in its first 7 months.
Description Over time survivors of repeated abuse lose their self-identity. Hope House therapy services help clients begin to define their own thoughts, perceptions, and needs, and validate their own feelings while developing a proper regard for their inherent worth. As survivors begin to define and believe in themselves, they also begin to believe that they can assume responsibility for themselves and their children. Specifically, Hope House provides the following services to address the emotional and mental health issues of domestic violence survivors: crisis intervention; mental health assessment and referral; individual, group, and family therapy; substance abuse counseling; case management; psycho-educational instruction; support groups; and positive parenting groups that focus on strengthening the relationship and bond between non-abusive parents and their children.
Program Budget $426,536.00
Category Human Services, General/Other Services for Specific Populations
Population Served Victims, Adults,
Short-Term Success As a result of contact with the Adult Therapy Program, survivors are expected to achieve the following outcomes: 70% of survivors increase their knowledge of domestic violence and its impact on functioning or, for those recovering from addiction, increase their knowledge of the connection between domestic violence and substance abuse and its impact on functioning; and 70% of survivors reduce their level of trauma-related anxiety.
Long-Term Success The goal of the Adult Therapy Program is for survivors of domestic violence to improve their overall level of social, psychological, and emotional functioning. The ultimate success for survivors is enhanced mental/emotional health and futures without violence.
Program Success Monitored By Hope House utilizes both custom and standardized tools to measure expected outcomes. Increased knowledge of domestic violence is measured through pre-and post-testing. An increase in post-test score is the desired result. For reduced anxiety, therapists administer the Depression, Anxiety, and Stress Scale (DASS) at the first therapy session and again at discharge from therapy services. The desired result is a decrease in post-test score.
Examples of Program Success

In CY2016, 61% of survivors engaged in therapy services increased their knowledge of domestic violence and its impact on functioning or, for those recovering from addiction, increased their knowledge of the connection between domestic violence and substance abuse and its impact on functioning. Further, 37% of survivors reduced their trauma-related anxiety. Beyond these numbers, consider these comments from counseling satisfaction surveys: 

  • "Hope House and its staff are the best. I believe they have helped me save my life.”
  • “My wonderful counselor has helped me see where I have made positive changes.”
  • “My counselor has supported me and helped me to make good decisions and set good appropriate goals for myself and my family. Most of all I appreciate the encouragement and support I get from my counselor.”
Description BridgeSPAN is a coordinated effort by five domestic violence shelters and numerous healthcare facilities throughout the metropolitan area to address domestic violence as a serious healthcare issue. It creates a Safe Patient Advocacy Network that bridges survivors with trained domestic violence service providers. Medical personnel are trained to screen patients, and if patients disclose abuse and agree to speak with an advocate, a Hope House BridgeSPAN advocate will be by their side, 24 hours per day, 7 days per week to offer support and services. Hope House's BridgeSPAN Program serves six hospitals: Centerpoint Medical Center; Lee’s Summit Hospital; St. Luke's East Lee's Summit; St. Mary's Medical Center; Children Mercy East; and Truman Medical Center Lakewood. The program provides direct service to survivors, training for medical personnel, and assistance to participating institutions in developing policies and protocols to respond to domestic violence.
Program Budget $93,584.00
Category Human Services, General/Other Services for Specific Populations
Population Served Victims, Adults,
Short-Term Success

The BridgeSPAN Program focuses on patient and hospital level outcomes.  Expected patient outcomes include:

  • 95% of survivors develop a safety plan;
  • 25% of survivors complete one of the following action steps: file an order of protection, enter into a shelter, or press charges against their batterer;
  • 85% of survivors receiving follow-up services report that they received helpful resource information from the advocate; and
  • 75% of survivors receiving follow-up services report that they engaged in at least one safety behavior.
Hospital level outcomes include: 
  • Hospital personnel participating in domestic violence training increase their knowledge of domestic violence; and
  • Participating hospitals and clinics improve domestic violence processes and protocols.
Long-Term Success

The ultimate change that Hope House expects to result from the BridgeSPAN Program is increased survivor safety and increased awareness of domestic violence primarily among those in the medical community.

Program Success Monitored By

Patient level outcomes are measured by advocate observation and survivor self-report. The development of a safety plan is measured by the survivor’s participation in the process. Completion of the plan is the desired result. Completion of action steps is measured by advocate observation or survivors’ self-reported intention to follow through with action steps. During follow-up, the receipt of helpful resource information and engagement in safety behaviors are measured through survivor self-report. Hospital level outcomes are measured through training evaluations and through the administration of a gaps analysis tool.

Examples of Program Success

In CY2016, BridgeSPAN advocates responded to local hospitals on 80 occasions to offer support and services to patients experiencing domestic violence.  Survivors achieved the following outcomes: 95% developed a safety plan; 45% completed at least one action step; and 100% receiving follow-up services reported that they received helpful resource information from the advocate.  Additionally, the BridgeSPAN advocate held 13 training events attended by 398 hospital personnel and/or medical students. 

Description Hope House’s Children’s Services Program focus on issues unique to children who have been exposed to violence, such as self-esteem, safety planning, conflict resolution skills, and healthy ways of managing one’s emotions. The program also provides opportunities for families to engage in positive experiences with one another. Children’s advocates provide case management services, such as assistance with obtaining immunizations and ensuring that children are enrolled in and have transportation to school, as well as structured family recreational activities. Additionally, child/family therapists provide support groups and individual, group, and family counseling. Following best practices, Hope House does not offer counseling with the abusive individual.
Program Budget $370,506.00
Category Human Services, General/Other Services for Specific Populations
Population Served Victims, Children and Youth (0 - 19 years),
Short-Term Success

Children benefiting from advocacy services are expected to achieve the following outcomes: 90% of  children will feel safe.

For those children engaged in therapy services, they are expected to achieve the following: 80% of children improve their knowledge and ability to plan for safety; 75% of children increase their healthy functioning; and 70% of children reduce their level of trauma-related anxiety.
Long-Term Success The Children’s Services Program aims to enhance safety, promote resilience, and ensure the well-being of child survivors. The ultimate success for the program is to break the intergenerational cycle of violence and to ensure children will not become victims in their adulthood or perpetrate violence in their adult relationships.
Program Success Monitored By

In the advocacy portion of the program, custom observational pre- and post-test ratings are made in the following indicator areas: displays appropriate separation anxiety (safety); achieves developmental milestones (skills); shows improvement in some activity, learns new skills easily, believes that other people like him/her & feels good about him/herself (competence & confidence); and is helpful & respectful, follows rules & plays fairly, makes friends easily & gets along well with others (social skills & connection).

For children’s therapy outcomes, measurement includes a combination of custom observational pre- and post-test ratings and the use of the standardized Spence Children’s Anxiety Scale (SCAS). Indicators include child verbalizes a safety plan (safety), demonstrates the ability to self-regulate & appropriately engages in social interactions (healthy functioning), & reduces SCAS score (anxiety).
Examples of Program Success

In CY2016, 196% of children engaged in advocacy services felt safe.  Additionally, 86% of children engaged in therapy services improved their knowledge and ability to plan for safety; 75% of children engaged in therapy services increased their healthy functioning; and 90% of children engaged in therapy services reduced their level of trauma-related anxiety. 

CEO Comments

Service provision continues to be the top priority for Hope House. The needs of survivors and resources available to meet those needs guide our staff in how and what services are provided. We gather information directly from those that we serve in order to learn what their needs are and develop or change how we are providing our services accordingly. We have seen an increase in the needs of our clients around their physical health and mental health. We are also exploring the long term needs of clients around permanent housing and employment needs and focusing our future programming to address those needs. We continue to explore new partnerships and funding opportunities that will help us to address those needs.

Underlying all of our pursuits is a commitment to culturally competent, trauma informed care. Domestic violence does not discriminate, and survivors’ already complex needs are compounded by inequities they have faced throughout their lives. Moreover, domestic violence survivors share a culture of trauma, experiencing repeated violence in their own homes, commonly in addition to exposure to violence in their neighborhoods, schools, the news, and other media. Hope House responds to these and other needs in comprehensive, meaningful ways, engaging survivors as active partners as they work past the abuse.
Executive Director/CEO
Executive Director Ms. MaryAnne Metheny
Term Start May 2006
Experience Chief Executive Officer MaryAnne Metheny has worked for the agency in various capacities since she joined Hope House in 1992. A Licensed Clinical Social Worker with a Master of Social Work degree, MaryAnne began as Hope House’s first shelter therapist. She then served as the Shelter Coordinator, Associate Director, Vice President of Operations, and Chief Operating Officer. She is a member of the Blue Springs Rotary, serving as President in 2014-2015. She serves on the Lee’s Summit Human Services Advisory Board, the Missouri Housing Trust Advisory Board as well as on the Membership Committee for the Missouri Coalition Against Domestic and Sexual Violence. Her passion for domestic violence survivors and her skills as a leader have allowed Hope House to expand its services and to reach more survivors – helping Hope House to make strides toward accomplishing its mission of breaking the cycle of domestic violence.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
Ms. Susan Else Aug 1987 - May 2006
Ms. Martha Juillerat Dec 1986 - July 1987
Senior Staff
Title Chief Operating Officer

Ilene received a Bachelor of Science degree in Psychology from Central Missouri State University and began working at Hope House in April of 1996 in the position of Court Advocate. In 1998 she became the Director of Court Services, and in 2000 she was promoted to the Director of Shelter and Legal Services. After being promoted to Vice President of Programs in charge of the shelter, children’s services, court advocacy, legal, and hospital programs, she became Chief Operating Officer. In this position, Ilene continues to oversee the aforementioned programs as well as the development and facilities departments and issues related to overall operations.  Recognized as a highly motivated leader, Ilene was accepted into the 2014-2015 inaugural class of the Greater Good Nonprofit Leaders Program facilitated by The Allstate Foundation in partnership with Northwestern Kellogg School of Management’s Center for Nonprofit Management.


Title Chief Financial Officer

Ann is a CPA with a bachelor’s in Business Administration from Washburn University. Ann joined the Hope House staff in 2001, bringing 14 years of prior experience as a Controller/Director of Finance for Starlight Theatre. Ann’s responsibilities include all aspects of the accounting function of the organization including budgeting and forecasting, financial statements, preparation for and coordination of the annual independent audit and 990 tax return filing, and other reports for management, staff, and Board of Directors.

Title Chief Development Officer

Joining the staff in January 2016, Jenn brings 20 years of executive leadership, non-profit development, and capital campaign experience; coupled with an extensive background in large scale event management.  Notably, in 2014 she served as the contracted director for KC’s Union Station Centennial capital campaign and thirteen events.  Jenn’s business ownership of two companies spans 16 years as well as serving 3 years as Vice President of Operations for a national company. Jenn is responsible for the overall development plans and capital campaigns for Hope House. She oversees the development and event management teams, volunteer coordinator, marketing and community relations, and works closely with the grant team.

Title Chief Quality Officer

Traci Francis holds a Master of Social Work degree and joined Hope House in 1999. During her tenure with the agency, Traci has worked to provide oversight to all of the agency’s non-clinical programs, acting as the Director of Children’s Services, Director of Shelter and Children’s Services, and Vice President of Services before moving into her current role as Chief Quality Officer. In this role, Traci is responsible for planning, administration, and monitoring of all quality management, regulatory requirements, and continuous quality improvement processes. Traci also provides orientation, guidance, training, and direction to new employees and interns when they begin at the agency and on an on-going basis. Traci leads the agency’s Cultural Competence Initiative efforts and represents Hope House and the needs of survivors to various community working groups.

Paid Full-Time Staff 74
Paid Part-Time Staff 5
Volunteers 305
Paid Contractors 8
Retention Rate 72%
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
The problem of domestic violence is complex and requires a coordinated, comprehensive, multidisciplinary approach to achieve long-term resolution. As a result, Hope House is active in the Independence and Lee’s Summit Coordinated Community Councils which address and monitor domestic violence in their respective communities. Hope House is also a member of the Metropolitan Family Violence Coalition made up of the six Kansas City area domestic violence shelters. Together, they operate a shared crisis hotline and carry out a hospital advocacy program. Hope House partners with the Blue Springs, Grandview, Independence, Lee’s Summit and Raytown Police Departments to deliver a Lethality Assessment Program. The program provides first responders with a tool to measure a survivor’s level of danger and instructs police officers to connect survivors with domestic violence services at the time of an assault. Other collaborators include the Lee’s Summit and Independence School Districts, Parents as Teachers, Comprehensive Mental Health Services, ReDiscover, Jewish Vocational Services, Safe Family Coalition, Kansas City Medicine Cabinet, UMKC School of Law, Community Resource Council, Homeless Services Coalition, and local colleges and universities among many others.
Nonprofit Connect of Greater Kansas City2016
AFP (Association of Fundraising Professionals)2016
Chamber of Commerce2016
Missouri Coalition Against Domestic and Sexual Violence - Member2016
United Way Member Agency2016
Res In Motus Business of the Year Award, Non-Profit CategoryLee's Summit Chamber of Commerce2012
Sacred Sewing Room RecipientEnchanted Makeovers2014
Breastfeeding Friendly Worksite Award (Gold Level)Missouri Department of Health and Senior Services & Missouri Breastfeeding Coalition2015
Get Up US Figure Skating HonorUS Figure Skating2017
Government Licenses
Is your organization licensed by the government? Yes
CEO Comments

Domestic violence is a complex issue and there is no simple answer that will bring about an end to the devastation it causes. Management continues to address the larger global issue of ending domestic violence through advocacy at the federal, state and local level. We form partnerships and connect with the community through elected officials, businesses and individuals. We continue to look at how to advocate for social change through our laws and policies that have an impact on the services we provide and ultimately on the survivors. The current issues facing survivors around physical and mental health are also larger societal issues with the number of resources available to address those needs in the larger community have decreased. This continues to be an area of advocacy for Hope House as we advocate for changes to bring more resources to the community.

Board Chair
Board Chair Ms. Carol Baker
Company Affiliation Kansas City Power and Light
Term Oct 2015 to Sept 2017
Email carol.baker@kcpl.com
Board Members
Ms. Monica Alderson Hallmark Cards, Inc
Ms. Carol Baker KCP&L
Ms. Whitney Bartelli Bank Midwest
Ms. Shelly Cascio Brandonjacobs Gallery
Ms. Meghan Comiskey Black and Veatch
Mr. Brian Herrmann Price Waterhouse Coopers
Mr. Brad Homant KPMG, LLP
Mr. Doug King DST Systems, Inc.
Mr. Curtis Lynch UMB Bank
Ms. Lisa McCarty Community Volunteer
Ms. Sarah Millin Lathrop & Gage LLP
Mr. Michael Moore CBIZ
Mr. Lee Moore JE Dunn Construction
Mr. Jarrod Nichols Vista Outdoors
Ms. Cynthia Raven Perfect Output, LLC
Ms. Angela Ross Presnell Walz Tetrick Advertising
Mr. Adam Rossbach Kansas City Chiefs
Ms. Elizabeth Smith Community Volunteer
Mr. Ben Thompson Bryan Cave, LLP
Mr. Michael Williams Williams Dirks Dameron, LLC
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 17
Hispanic/Latino 0
Native American/American Indian 0
Other 2
Board Demographics - Gender
Male 10
Female 10
Unspecified 0
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 70%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation No
Number of Full Board Meetings Annually 12
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Communications / Promotion / Publicity / Public Relations
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Advisory Board Members
Ms. Carol Sue Bass Community Volunteer
Ms. Jacqueline Clark Sutherland
Mr. Dick Doherty Consultants Unlimited
Ms. Colleen Foudree Community Volunteer
Mr. Charlie Harris Jr.Seyferth Blumenthal & Harris
Mr. Tom Holzbaur Community Volunteer
Mr. J. Scott King J. Scott King Law Offices
Ms. Barbara Koirtyohann Community Volunteer
Mr. Tom Krewson COMCAST
Mr. Phil LeVota Law Offices of Phil LeVota
Honorable Carol Mays Retired Missouri State Representative
Ms. Judy Ness Community Volunteer
Honorable Barbara Potts Retired Mayor - City of Independence, MO
Mr. Norm Swails Retired Bishop
Mr. Lysle Weeks Weeks Apartments
Ms. Sally Winship Community Volunteer
CEO Comments

We are so fortunate to have a committed, passionate Board of Directors, and Emerging Leaders.  The Emerging Leaders  team is listed as an additional board.  A challenge these teams have taken on is how to engage supporters in more meaningful ways – we want volunteers and donors to know the impact they are making.  Therefore, we continue to employ new ways of connecting more personally with donors so they know the work Hope House is accomplishing with their help.   

We have also started a Performance and Quality Improvement (PQI) Team. The PQI Team is responsible for reviewing, assessing, and monitoring data to look for trends, problems, improvements, and potential action steps to address identified issues. Performance measures, indicators, and benchmarks are assessed and approved by the PQI Team. The PQI Team collaborates with other agency working groups to implement PQI efforts. Information from PQI Team meetings is shared with the senior management team, the Board of Directors, and program managers. Staff is also updated as to any decisions or changes which might be implemented through the PQI Team through program-level staff meetings, agency-wide staff meetings, or emails.

The PQI Team makes recommendations to senior management for policy and procedure changes; program and service delivery improvements; improving client outcomes; identifying and removing inefficiencies in programs and services; improving safety of staff and clients; and improving staff and client satisfaction. 

Fiscal Year Start Oct 01, 2017
Fiscal Year End Sept 30, 2018
Projected Revenue $5,519,178
Projected Expenses $5,679,235
Endowment Value $796,237
Spending Policy Income Only
Percentage 5
IRS Letter of Exemption
Foundation Comments
  • FYE 9/30/2016, 2015: Financial data reported using the IRS Form 990.
  • FYE 9/30/2014: Financial data reported using the organization's audited financial statements. Nonprofit requested using additional detailed financial information based on the audit; the financial review reflects the additional financial information.
  • Foundation/corporate revenue line item may include contributions from individuals.
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
Government Contributions$2,148,539$1,747,607$1,788,334
Individual Contributions----$230,803
Investment Income, Net of Losses$58,721$33,491$92,196
Membership Dues$0$0$0
Special Events$263,324$377,790$336,767
Revenue In-Kind$242,028$218,235$150,601
Expense Allocation
Fiscal Year201620152014
Program Expense$3,748,356$3,312,131$3,304,842
Administration Expense$506,804$466,442$466,123
Fundraising Expense$519,315$468,109$462,457
Payments to Affiliates----$0
Total Revenue/Total Expenses0.860.840.87
Program Expense/Total Expenses79%78%78%
Fundraising Expense/Contributed Revenue14%14%13%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$7,584,455$8,160,557$8,851,428
Current Assets$1,214,727$1,426,449$1,690,031
Long-Term Liabilities$147,067$58,715$34,341
Current Liabilities$250,778$237,425$200,701
Total Net Assets$7,186,610$7,864,417$8,616,386
Short-Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities4.846.018.42
Long-Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets2%1%0%
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountOffice for Victims of Crime - Crime Victim Assistance Grant (VOCA) $330,507U.S. Department of Justice $600,453US Department of Justice $663,898
Second Highest Funding Source & Dollar AmountJackson County Community Mental Health Fund $284,930Jackson County Community Mental Health Fund $249,342Jackson County Community $212,463
Third Highest Funding Source & Dollar AmountUnited Way of Greater Kansas City $209,414U.S. Department of Health and Human Services $203,524Healthcare Foundation of Greater Kansas City $136,092
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments We know that the long-term viability of the agency relies on a diversified portfolio. Therefore, we continue to work on increasing revenue from earned income ventures; and building a larger network of committed individual, corporate, and foundation supporters. This will allow us to continue to provide hope through our life-changing and life-saving services. Diversified funding continues to be the greatest challenge the agency is experiencing. It is critical for us to continue to raise the ever increasing dollars needed to fund our core services. We must ensure that we are able to continue to provide the life- saving services we offer and to expand the services to better meet the increasing need.
Organization Name Hope House, Inc.
Address PO Box 577
Lee's Summit, MO 640630577
Primary Phone (816) 461-4188
Contact Email info@hopehouse.net
CEO/Executive Director Ms. MaryAnne Metheny
Board Chair Ms. Carol Baker
Board Chair Company Affiliation Kansas City Power and Light
Year of Incorporation 1983