Community Action Agency of Greater Kansas City General Information Contact Information Nonprofit Community Action Agency of Greater Kansas City Address 6323 Manchester Avenue Kansas City, MO 64133 4717 Phone (816) 358-6868 Fax 816 358-0143 Website www.caagkc.org Facebook facebook.com/facebook.com/caakansascity/ Twitter twitter.com/twitter.com/caagkc Email Programs@caagkc.org At A Glance USCAA Community Action Agency of Greater Kansas City (CAAGKC) Former Names How to donate, support, and volunteer United Services of Greater Kansas City Donations may be made online at www.caagkc.org/donate or you may contact Michelle Johnson, Fiscal Director & CFO at mjohnson@caagkc.org or call 816-743-8329. To donate in-kind, and for anyone interested in volunteering, please contact Lamont Hale, Program Director/COO at lhale@caagkc.org or call 816-743- 8302. 1
Mission & Areas Served Statements Mission Statement The mission of Community Action Agency of Greater Kansas City (CAAGKC) is to assist low-income families and residents of Clay, Jackson and Platte Counties, Missouri, in their effort to become self-sufficient by providing emergency utility, food and housing assistance to improve the quality of their lives and the opportunity to eliminate the causes of poverty. Background Statement In 1964, President Lyndon Johnson declared war on poverty. Shocked at the millions of children and families living in abject poverty, Johnson directed his top aides to come up with a plan to address the causes of poverty. Sargent Shriver, a member of both President Kennedy and Johnson s inner circle, devised a plan which changed the government s traditional role allowing local Community Action Programs to direct federal funds to areas of local need. The goal of The Economic Opportunity Act was to move families and individuals from poverty to self-sufficiency by addressing the unique needs of each individual community. Today, our unique community-based programs offer programs and services to more than 133,000 low-income individuals and families living in Clay, Jackson, and Platte Counties in Missouri. Poverty is a systemic problem and Community Action is a systems approach to resolving the problem. Impact Statement In Fiscal Year 2017: CAAGKC's Low Income Housing Energy Assistance Program (LIHEAP), a federally funded energy assistance program designed "to assist low income households in preventing disconnection of utility services and reestablishing services" assisted 35,222 individuals with Energy Assistance (EA) or utility restoration. All funds were paid directly to utility suppliers. CAAGKC provided a total of 14 support services to more than 130,000 individuals. 520 households received emergency rental assistance and case management services. 174 youth received education and leadership development services through the PAVE The Way Youth Services Program. CAAGKC's Low Income Weatherization Program (LIWAP) weatherized 234 homes in Jackson, Clay and Platte counties, providing energy savings, healthier environments and improved comfort to more than 500 individuals. 134,170 households were served by 32 Food/Hygienic Supply Pantries supported by CAAGKC. 69 households participated in CAAGKC's Healthy Homes Program. Four CAAGKC sponsored college tours enabled 200 high school seniors over a two week period to visit East Coast and Southeast Coast colleges and a number of local community colleges and universities in Missouri. Goals for Fiscal 2018 include the maintenance of these major programs and the continued growth in the number and quality of services to poor, low-income families and individuals in Jackson, Clay and Platte Counties. Needs Statement The need for continued and expanding corporate and local foundation funding. Present utility funders may choose to change the focus of public assistance from Utility and Weatherization funding to other charitable causes. The need to increase assistance from local charitable foundations. The need for longer staff retention is important because of the amount of knowledge and history that is lost when staff are compelled to leave CAAGKC if we are unable to maintain competitive wages. Program compliance and capacity can only be maintained at the highest required levels of quality assurance by a professional and astute administration. The need for General Operations funding is critical. 2
CEO/Executive Director/Board Chair Statement As we prepare for a challenging future, we reflect upon the essence and significance of United Services Community Action Agency. Here, we reach out to all low-income residents and assist them in attaining an empowerment which moves individuals and families toward self-sufficiency and a better quality of life. We can look at our Board of Directors and see very different people from throughout the three-county area who have come together to learn, to solve problems, and to combine experience and expertise for the good of our clients and neighborhoods. Our lives have been enriched by our involvement with this Board and United Services. Together, we become stronger and smarter than any one of us alone could be. Together, we address our needs as individuals and groups. Together, we work to push the common enemy, Poverty, from our doorsteps, streets, and neighborhoods. Service Categories Emergency Assistance (Food, Clothing, Cash) Vocational Counseling/ Guidance/Testing Youth Development Programs Areas of Service Areas Served Areas MO - Jackson County MO - Clay County MO - Platte County MO - Eastern Jackson Co MO - Jackson County Urban Core 3
Programs Programs Low Income Home Energy Assistance Description Category LOW INCOME HOME ENERGY ASSISTANCE* (LIHEAP) In 2017, 35,222 individuals received utility assistance. LIHEAP funds are sent directly to Utilities on behalf of our clients. Human Services, General/Other Emergency Assistance Population Served Poor,Economically Disadvantaged,Indigent,, Short-Term Success Long- Term Success Program Success Monitored By Examples of Program Success Emergency utility assistance improves the conditions in which low-income clients live. Meeting energy needs prevents illness due to excessive cold, death from freezing or heat exhaustion, and lowers the risk of house fires caused by attempting unsafe measures to heat their homes. Emergency utility aid allows low-income families to use their funds for other uses or other unforeseen basic needs, and could be the temporary assistance they require to become more self-sufficient. CAAGKC Program Director, LIHEAP Manager, Outreach Supervisors, Case Managers, and Quality Assurance Specialists. Program success is measured by the number of clients or households assisted and the amount of funding provided directly to the utilities on behalf of CAAGKC's clients. 4
Weatherization and Healthy Homes Description WEATHERIZATION and HEALTHY HOMES (LIWAP/Healthy Homes) In Fiscal 2017 Weatherization impacted 234 households. 69 households received free Healthy Homes Services. LIWAP and Healthy Homes Programs are available to families who earn up to 200% of HHS poverty guidelines. Category Housing, General/Other Home Improvement Population Served Poor,Economically Disadvantaged,Indigent,, Short-Term Success The Building Performance Institute (BPI) is a national standards development organization for residential energy efficiency and weatherization retrofit work. BPI maintains an unmatched reputation as the home performance industry's leading standards body. CAAGKC's Weatherization team members have been trained, tested and certified as BPI Certified Building Analysts and/or Quality Control Inspectors. Long- Term Success CAAGKC's Low Income Weatherization and Healthy Homes Programs work hand in hand to bring single family households up to standard levels of health, comfort, affordability and safety that everyone deserves. The ultimate long-term success of these two programs will lower the overall energy costs of the home and provide safety and comfort regardless of the weather outside. High lead levels, contaminants, pests, and other unsanitary or unsafe conditions in the home can be assessed and treated, thus decreasing the number of unnecessary visits to the doctor or emergency room. Program Success Monitored By Examples of Program Success The Missouri Department of Economic Development Division of Energy (DED/DE) has implemented a web-based database (MoWAP) to assist with reporting, tracking, data retention, and other Weatherization metrics. This web-based system assists with client selection through a standardized, points based waiting list that includes the following factors to determine waiting list priority: elderly, persons with disabilities, children, number of household members, household income, fuel type, date of application, and optional criteria such as January fuel cost, and, Other which would include emergency type of situations such as, no heat or disaster. "It was such a pleasure meeting and working with you last year. I wanted to take a minute and say "thank you" to you and your team for the work you did in my home. Not only was I pleased with the quality of work, but also with the quality of people who completed the work. You also might be pleased to hear that my utility bills have gone down significantly!! Thank you so much for everything." Grandview, Missouri Resident 5
Supportive Services Description Category SUPPORTIVE SERVICES: Case Management, Housing and Clothing Assistance, Food and Toiletry Pantries, Emergency Support, and Veterans' Assistance Programs In 2017, CAAGKC provided more than 70,000 individuals with free supportive services. Human Services, General/Other Family-Based Services Population Served Poor,Economically Disadvantaged,Indigent,, Short-Term Success Long- Term Success The short term success of all of these CAAGKC programs is to give comfort and assistance as soon as humanly possible to those that come to us for help. Long term goals include: The focus on economic and personal independence and selfsufficiency; Guidance of participants through goal planning and achievement; Teaching problem solving skills; Advocating on behalf of our clients; Improving the life and the family situation of our clients. Case Management clients will earn not more than 125% of federal poverty guidelines; have a willingness to change their life situations; might lack problem solving techniques; possess multiple barriers to self-sufficiency; and may be currently in a crisis situation. Long Term success is achieved by short term Action Steps, Time Tables and Task Completions. Program Success Monitored By Examples of Program Success The Program Director monitors the work of the Support Services Manager and the Northland Manager, who in turn monitor the work of their Case Managers, Outreach Supervisors and Resource Specialists. An increase of more than 31,000 clients between Fiscal 2015 and Fiscal Year 2016, and an increase of almost 24,000 families in the same timeframe, is a good example of program success. The successful completion of necessary federal and state audits is also an example of program success. 6
Youth Services Description In Fiscal Year 2017, CAAGKC provided PAVE the Way services for 174 low-income High School students in 8 inner city schools, maintained 31 Community Partnerships, impacted 3,473 youth directly through CAAGKC's Leadership and Resiliency Program, assisted Boys Grow Partnership teach farming skills to 47 youth, provided 62 Summer Internships and 60 renewable partial college scholarships, educated 42 Fathers in the care and education of their children, provided 126 Health Exams for youth in partnership with University Academy's Health and Dental Clinic, saw to 1,120 bus passes and taxi fares, bussed students on college tours in Missouri and the South and East Coast, initiated CAAGKC's First Summer Freedom School for 50 K-5th grade low-income students, and fed children and youth with 17,933 BackSnacks. Category Education, General/Other Afterschool Enrichment Population Served At-Risk Populations,, Short-Term Success Long- Term Success Program Success Monitored By Short Term Success is measured by the attendance of the students, fathers and young mothers to whom these programs are aimed, transportation assistance gets our people to work, to doctors, to family who need help. Long Term success is measured in the P.A.V.E. the Way Program by the number of PAVE students who graduate high school and continue on to higher education or start their own business or attend a community college or a trade school. Long term success in the Fathering Life Skills and Healthy Starts Programs is measured by the success of education efforts of the Fathers, young Mothers and the ultimate better life afforded the infants and toddlers. Long Term Success of the College Scholarships Program would be gauged by the number of graduates who continued to receive the two or four year guaranteed scholarship amounts for the length of their particular programs. * Scholarships are paid directly to the Colleges, Universities or Trade Schools on behalf of the students. The Program Director monitors the Youth Services Manager who sees to the success of these programs and who monitors the four P.A.V.E. the Way Case Managers who teach the classes, and organize and execute each of the programs. Examples of Program Success My name is Leslie Penate. Up until my Junior year high school experience, I believed I had very little experience with organizations that could actually benefit me beyond my high school years. In 2014, I joined P.A.V.E. the Way, which was held every Tuesday and Thursday to teach life skills education and college and career readiness. Class time would include us building up concrete and presentable resumes, going through proper behavioral and situational training, and participating in group activities that made us all work toward common goals. During the summer of 2015, I received an internship as a part of P.A.V.E. The Way. It was an opportunity for me to understand what being in a professional environment would be like. There is no possible way l could have known of this opportunity had it not been for P.A.V.E The Way. This program has taught me life skills beyond what I had expected or yearned to learn about. I have been educated in many assets of my future life. 7
Community Action Poverty Simulation (CAPS) Description COMMUNITY ACTION POVERTY SIMULATION (CAPS) There were 18 Poverty Simulations in Fiscal 2017. CAPS is a unique opportunity to help people understand what life is like for low-income families and individuals who have to deal with a shortage of money and an abundance of stress. With the assistance of trained volunteers, who have experienced poverty in their own lives, participants role-play the daily lives of low-income families; and are assigned names, ages, physical and financial conditions. Participants are asked to act their age and fully take on the persona they have been assigned. Participants are provided four 15-minute weeks -- a month in the life of the poor -- in which they are tasked with many familylife duties. Volunteers operate the Simulation as shop owners, bank tellers, social service workers, school teachers, employers, etc. There will be trained staff from CAAGKC to facilitate the Simulation and provide guidance and information during the event. Participants include professionals from almost every walk of life. To schedule a free Poverty Simulation for your group, please contact the CAPS Manager, Ray Delia, rdelia@caagkc.org or call 816-358-6868 ext. 8331. Category Education, General/Other Adult Education Population Served Adults,, Short-Term Success Long- Term Success Program Success Monitored By Examples of Program Success Short term success is providing a meaningful experience for all CAPS Program participants. Participants experience the many difficulties low-income families and individuals face each day. The Poverty Simulation experience is designed to facilitate compassion and understanding for the trauma of the people who are living in poverty or low-income. Pre- and Post-Testing will measure growth in knowledge of causes and effects of poverty and low income. A post-event questionnaire to the group leader(s) will give positive expression to the success of the program on the minds and hearts of the participants. CEO Comments Our programs confront poverty on three levels: at the level of the individual, the family unit, and the greater community. Community Action fights this great War on Poverty on these three fronts and we're winning. For every child who does not go hungry and every senior who obtains needed medications from our work--it is one more assault against our old enemy, Poverty. I invite you to join us in our fight. 8
Leadership & Staff Executive Director/CEO Executive Director Term Start May 2015 Email Mr. Clifton G. Campbell ccampbell@unitedservicescaa.org Compensation $50,001 - $75,000 Experience When you live life with purpose and passion you want the same for others around you, and that is the driving force behind Clifton Campbell s message of change for the betterment of the community. Mr. Campbell has been uplifting the agency s mantra of Helping people and changing lives for the past nine years. He worked as the Program Director & Chief Operating Officer (COO) for seven years before taking charge of the agency in 2015 as Executive Director and CEO. Being an agent of change doesn t come without personal development, and Mr. Campbell applies himself both in academic and civic arenas. He has a B.S. in Family and Child Development, M.S. Degree in Organizational Management and Leadership, and he is a Certified Public Manager, CPM. Most recently graduating from the Executive Directors Institute with Nonprofit Connect and CAPLAW s Chief Executive Officers Legal Boot Camp in 2016. Mr. Campbell sits on the Board of Directors for Nonprofit Connect and Kansas City & Vicinity Area Workforce Development, and the Missouri Community Action Directors Association. He has more than 27 years of experience serving the public interest through nonprofit and private corporations. Former CEOs Name Term Ms Tommie Barrett Nov 1980 - Mar 2012 Mr. Albert Dudley Mar 2012 - May 2015 Senior Staff Mr. Lamont Hale Title Program Director/COO 9
Experience/Biography Lamont Hale has served as a Senior Consultant, Deputy Director, Senior Liaison, and Operations Manager for more than 22 years of active military service. Lamont led and directed 250 highly educated and trained personnel during his military career. He has effectively managed budgets exceeding more than $20 million annually. Lamont brings expertise in developing operational procedures, Leadership, team development, operational management and analytical skills desired for the Program Director & Chief Operations Officer position. Lamont will be responsible for leading four department managers and more than 14 programs delivering services across three counties. He will assist the CEO and CFO in reporting accomplishments and areas for improvement to the board of directors. Lamont holds multiple degrees and certifications including: Masters of Business Administration, University of Phoenix, AZ Bachelor of Science, Electrical Engineering, NC A&T State University, NC Ms. Michelle Johnson Title Experience/Biography Fiscal Director/CFO Michelle Johnson has several years of nonprofit accounting experience including 6 years as Chief Financial Officer for Big Brothers Big Sisters of Greater Kansas City. Her previous work also includes case management with the Missouri Department of Corrections. Michelle holds a bachelors of Science in Sociology and Accounting, she has been a certified public accountant (C.P.A.) since 2008. Staff Paid Full-Time Staff 60 Paid Part- Time Staff 0 Volunteers 250 Retention Rate 88% Paid Contractors 369 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually Annually Annually Plans & Policies Organization Has a Fundraising Plan 10
Organization Has a Strategic Plan Management Succession Plan Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Collaborations Ongoing, formal collaborations exist with the following organizations: United Way of Greater Kansas City, Childrens Mercy Hospital, The American Red Cross, Full Employment Council, Metropolitan Lutheran Ministries,Urban Rangers, MGE, KCP&L, Catholic Charities of Kansas City-St. Joseph, the Housing Authority of KCMO, and numerous faith-based organizations. Additionally, CAAGKC benefits from scores of informal collaborations with area organizations participating with in various special events throughout the year, as well as an on-going informal collaborative network necessary for an effective referral-based service delivery system in the Kansas City area. Government Licenses Is your organization licensed by the government? No CEO Comments Our Focus is Helping People, Changing Lives! We are PASSIONATE about HELPING people and CHANGING lives! We HELP people HELP themselves! We sustain lives through utility and basic needs assistance and grants. We partner with other organizations to transform lives. Why do we do what we do? We know connecting people with resources SAVES and CHANGES lives in Kansas City. Dr. Zavon Kanion, Board President Clifton Campbell, Executive Director/CEO Our board composition is quite unique in that a "tripartite" board governs United Services's actions. One-third of the members represent low-income citizens, one-third are public officials or their designee, with the remaining third representing the private sector. This mix of representation on the Board assures that the voice of the lowincome are heard, and that those with the power to address their issues are in a position to act. 11
Board & Governance Board Chair Board Chair Company Affiliation Dr. Zavon Kanion Term Oct 2013 to Sept 2018 Representative of the Private Sector (Meyers Dental Clinic) Board Members Name Ms. Deidre M. Anderson Mr. Patrick Dobson Ms. Judy Ellis Ms. Jane Fowler Dr. Zavon Kanion Mr. Mark Lindsey Ms. Barbara Lunn Mrs. Debra Mann Mr. Clyde McQueen Ms. Deborah Pledger Ms. Janet Rogers Mr. Henry Service Affiliation United Inner City Services Public Sector--Representing Kansas City Mayor Mark Sly James Representing the Low-Income Families of Clay County Representative of the Low-Income Families of Jackson County Representative of the Private Sector (Meyers Dental Clinic) Public Sector, Representing Platte County Representative of the Low-Income Families of Jackson County Representative of the Private Sector in Jackson County Representative of the Private Sector (Full Employment Council) Representative of the Low-Income Families of Jackson County Representing the Clay County Commissioner Private Sector - Service Law Firm Board Demographics - Ethnicity African American/Black 7 Asian American/Pacific Islander 0 Caucasian 5 Hispanic/Latino 0 Native American/American Indian 0 Other 0 Board Demographics - Gender Male 5 Female 7 Unspecified 0 12
Governance Board Term Lengths 2 Board Term Limits 0 Board Meeting Attendance % 75% Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions 0% Percentage Making In-Kind Contributions 0% Constituency Includes Client Representation Number of Full Board Meetings Annually 11 Standing Committees Executive Finance Program / Program Planning Personnel Ethics CEO Comments Community Action Agency boards are, by law, quite unique in that they are "tripartite" governors of each agency's actions. One-third of the members represent low-income citizens, one-third are public officials or their designated attendees, with the remaining third representing the private sector. This mix of representation on the Board assures that the voice of low-income people are heard, and that those with the power to address their issues are in a position to act. The term of a Public Sector Director shall be four (4) years. Public Directors may serve only while they (or their appointed officials) are in public office, and may serve successive terms. The term of a Director representing the Low-Income Sector shall be for two (2) years. Upon the completion of a term, the Low-Inicome Sector may be elected to serve additional terms. The term of each Private Sector Director shall be for two (2) years. Upon completion of a term, the Private Sector Director may be selected to serve an additional term at the discretion of the Executive Committee. There shall be no limitation on the number of terms a Private Sector Director can serve. 13
Financials Fiscal Year Fiscal Year Start Oct 01, 2016 Fiscal Year End Sept 30, 2017 Projected Revenue $10,458,000.00 Projected Expenses $10,478,000.00 Endowment Value $0.00 Percentage 0% Detailed Financials Revenue and Expenses Fiscal Year 2016 2015 2014 Total Revenue $10,144,908 $9,460,634 $7,379,517 Total Expenses $10,084,295 $9,743,117 $7,237,008 Revenue Sources Fiscal Year 2016 2015 2014 Foundation and Corporation $2,121,148 $1,236,685 $609,101 Contributions Government Contributions $7,873,725 $8,217,391 $6,620,200 Federal -- -- $0 State -- -- $0 Local -- -- $0 Unspecified $7,873,725 $8,217,391 $6,620,200 Individual Contributions -- -- $0 Indirect Public Support $0 $0 $0 Earned Revenue $0 $0 $0 Investment Income, Net of Losses $3,377 $3,561 $2,113 Membership Dues $0 $0 $0 Special Events $0 $0 $0 Revenue In-Kind $93,315 $0 $148,103 Other $53,343 $2,997 $0 14
Expense Allocation Fiscal Year 2016 2015 2014 Program Expense $9,478,194 $9,214,036 $6,833,376 Administration Expense $606,101 $529,081 $439,632 Fundraising Expense $0 $0 $0 Payments to Affiliates -- -- $0 Total Revenue/Total Expenses 1.01 0.97 1.02 Program Expense/Total Expenses 94% 95% 94% Fundraising Expense/Contributed Revenue 0% 0% 0% Assets and Liabilities Fiscal Year 2016 2015 2014 Total Assets $3,187,928 $3,088,578 $3,332,772 Current Assets $2,865,030 $2,737,858 $2,936,607 Long-Term Liabilities $185,918 $200,500 $0 Current Liabilities $299,876 $246,558 $404,069 Total Net Assets $2,702,134 $2,641,520 $2,928,703 Short Term Solvency Fiscal Year 2016 2015 2014 Current Ratio: Current Assets/Current Liabilities 9.55 11.10 7.27 Long Term Solvency Fiscal Year 2016 2015 2014 Long-Term Liabilities/Total Assets 6% 6% 0% Top Funding Sources Fiscal Year 2016 2015 2014 Top Funding Source & Dollar Amount Low Income Home Energy Assistance (LIHEAP) $4,024,533 U.S. Energy Crisis Intervention Program $3,775,427 -- Second Highest Funding Source & Dollar Amount Third Highest Funding Source & Dollar Amount Community Service Block Grant (CSBG) $2,213,386 LIHEAP Weatherization $1,000,829 U.S. Low Income Weatherization Assistance Program $1,237,994 Community Services Block Grant $745,406 -- -- Capital Campaign Currently in a Capital Campaign? No Goal $0.00 Capital Campaign Anticipated in Next 5 Years? No Organization Comments The fiscal policy of United Services emphasizes prudent and conservative utilization of Agency funds and resources. Policies and procedures are in place to ensure the protection and proper use of funds. Competitive bidding on products and services helps ensure cost-effective purchasing practices. The investment of excess cash balances is secured in modest-yield government funds. All grant award programs are routinely monitored for compliance. Annually, a budget projecting anticipated revenues and expenditures is prepared with ongoing performance review. Additionally, the financial position of the Agency is audited by a group of independent auditors who publish their findings which are made available to all funding sources. 15
Foundation Comments FYE 9/30/2016, 2015, 2014: Financial data reported using IRS Form 990. Foundation/corporation revenue line may include contributions from individuals. Created 06.07.2018. Copyright 2018 Greater Kansas City Community Foundation 16