Impact Report 2024: Grit

The steady growth Mosaic has seen in consolidated net assets over the last several years is directly tied to two things, according to Scott Hoffman, Mosaic CFO. The first is the targeted move to more personalized services, such as Mosaic at Home, a Mosaic offering where shared living providers open up their homes to people with intellectual and developmental disabilities. The second is the impact of fundraising. 

In both of those areas, he said, the Mosaic workforce shows grit through their strong commitment to the mission and the people supported.

The Mosaic at Home shared living service provides people more options to choose where they live and with whom they live, something anyone would desire. 

The other important factor in strengthening Mosaic’s strong financial position, Scott said, is the organization’s ongoing fundraising. It’s not just about the dollars raised—Mosaic’s fundraising through Partners in Possibilities uses storytelling to share how the organization helps people achieve personal goals. 

“How we tell the story about Mosaic helps drive referrals for services, admissions, workforce recruitment and fundraising,” he said. 

Historically, Scott said, fundraising has allowed the organization to build reserves that, in the past, have often been invested into service delivery as well as helping meet the individual needs of those we serve. A stronger financial performance, however, allows Mosaic to make strategic investments in things, such as Mosaic’s infrastructure (people, process and technology), that helps the workforce do their tasks easier and more efficiently. That allows them to spend more time with the people they support, creating a better experience for people served and the workforce.

The value of fundraising to overall performance has been noted often by Mosaic’s auditors. To capture the same impact from fundraising, Mosaic would have to grow by $500 Million in operating revenue. For that reason, Scott said, he sees fundraising and operations connected and critical to organization’s sustainability. 

“As the organization continues to grow, so does the need for fundraising,” he said.

Listening to both new and long-term employees, Mosaic has made changes that make the workforce experience more satisfying, one of the factors that helps reduce turnover. 

One measure of employee satisfaction is the Net Promoter Score. In 2024, Mosaic’s Employee Net Promoter Score (a key indicator of whether an employee would recommend Mosaic) increased by more than nine points across the network. In the critical direct support role, the increase was even higher at nearly 12 points.

According to Parker McKenna, Mosaic’s Chief People Officer, three things stand out in changing the experience for the workforce:

• The transition of services from group settings to Mosaic at Home where possible, which reduces the pressure on Direct Support Professionals and those that support them. 
• Revising the onboarding experience for new employees, which sets a positive tone for the rest of their experience at Mosaic.
• Finding new ways to engage the workforce. 

Parker said employees see the many activities around the workforce experience as investments to enhance Mosaic’s culture, and they respond positively.