Helping People. Changing Lives.
FROM OUR EXECUTIVE DIRECTOR When I wrote my note for the annual report last year I didn't for a second think I would need to comment on the pandemic again. Unfortunately the effects of COVID-19 continue to stress our local economies, the workforce, housing costs, supply chains, and the cost of living. All of these hit low income communities harder than your average middle class family because they were on a tightrope already. When you are living in poverty or on the edge of poverty, you don't have any resources to fall back on. This circumstance causes anxiety, toxic stress, and trauma; all of which make it harder to move out of poverty. It also reminds us at CMCA how critical our work is. We are focused on a post-pandemic world and we are operating at full capacity to help people set and meet their own goals. The CMCA team spent a good part of last year establishing a new strategic plan which you will find later in this report. As with any good strategic planning process we dived into data about our communities, led focus groups to add context to the data, and challenged ourselves to focus our programs on the needs we see in our communities today. We also simplified our Vision Statement and revised our Mission Statement to reflect our purpose. CMCA envisions communities without poverty. Plain and simple. Thriving, equitable communities simply cannot have poverty if we truly care about the entire community. Our mission is to "Build relationships to empower people, strengthen resilience, and improve quality of life for all members of the community." From this foundation we established five strategic priorities that will drive our work for the next three years: • Employment and work supports • Quality housing • Financial education and income supports • Diversity, equity and inclusion • Agency of excellence Even as we worked to create this new plan, we were working to integrate our services, expand our work in communities, and to ultimately provide the kind of support that moves people out of poverty. The following pages are full of success stories, statistics, and pictures of those we serve. We deeply appreciate the support we receive in Central Missouri. Local investments help us leverage federal and state resources to provide impactful programming that makes our communities better. As our economy continues to evolve CMCA will continue to support individuals and families, prepare the workforce, improve quality of life and the communities we serve. Thank you for your support!
Darin Preis Executive Director Central Missouri Community Action
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CMCA's Mission: Build relationships to empower people, strengthen resilience, and improve quality of life for all members of the community.
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GOVERNANCE
A Message from the Incoming Board President It is an honor to serve as the President of the Central Missouri Community Action Board of Directors for 2021-22. I have served on the board for the last two years and I have been impressed with the care with which they provide services in our communities. People don't always realize how big of an economic impact or how big of a footprint CMCA has. With over 230 employees providing services in thirteen counties, CMCA is a large non-profit organization providing a range of services that help people work, prepare for school, live with dignity, and contribute back to their community. Through the pandemic CMCA has supported families' well being, social connections, and economic stability. We have also supported small business growth, regional economic development, employment, and workforce support. In the following pages you will see example after example of the breadth of CMCA's impact on our region. We thank you for your support and promise to change people's lives, embody the spirit of hope, improve communities, and make America a better place to live! Susan Hart,
President, Board of Directors Central Missouri Community Action
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Officers Susan Hart
Jodi McSwain
Stephanie Schmidt
Karen Digh-Allen
President
Vice President
Treasurer
Secretary
Board Members Dr. Michelle Barg
Carolyn Lewis
Heather Berkemeyer
Kevin Oeth
Michael Bickell
Terrance Perry
Mark Brinkmann
Michael Pryor
Tiffany Burns
Paula Sims
John Flanders
Janet Thompson
Yolanda Galbreath
Cotton Walker
Jean Ispa
Donna Ward
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CONTINUING THE PLEDGE TO
As we move toward the close of FY 2020-21, we have come to realize that pandemics do not discriminate based on age, race, social status, gender, or other factors. Because of the pandemic, many people who thought their lives were secure realized they weren’t and turned, for the first time, to Central Missouri Community Action (CMCA) for help. Many of those seeking support were working pre-pandemic, and during the pandemic, but didn’t have financial reserves to endure short-term business shutdowns or increased costs for food and housing caused by the pandemic. To address these rising needs CMCA has been proactive, implementing a variety of short-term and longer-term programs to meet increased needs.
A few of these programs include: Boone CARES and Callaway CARES Utility Assistance Programs The Boone CARES Utility Assistance Program was funded with CARES Act funds from Boone County, as well as funds from the Veterans United Foundation, and the Heart of Missouri United Way. The program provided $500,000.00 in assistance to pay utility arrears acquired between March 1 - November 15, 2020, for families living in Boone County. The Callaway CARES program was funded by Callaway County using CARES Act funds. Both programs covered past-due bills for electric, Internet, sewer, trash, and water services.. Applications for the program were accepted between October and mid-December.
Resource Coordination This program receives funding from the Missouri Department of Social Services (MoDSS) via CARES Act funds appropriated through the Community Services Block Grant (CSBG),and aims to support families by connecting them with community programs and services. Resource 6 www.cmca.us 66|| |CMCA CMCA CMCA2021 2020 2021Gratitude Gratitude GratitudeReport Report Report|www.cmca.us
Coordinators also partner with families to set and reach goals and overcome obstacles.
Financial Opportunity Center Model (FOC) The FOC, also supported with funds from MoDSS, pairs individuals with coaching services to create a plan toward financial freedom. Coaches support individuals with tools and resources that allow them to navigate the complexities around increasing income, decreasing expenses, and acquiring assets. While these newer programs were created in response to the pandemic, our regular programs and services have also adapted to the increased and changing needs. As you review the FY 202021 CMCA Annual Gratitude Report you will see the overall impact of the programs and services provided through CMCA on families in Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau, and Osage counties. You’ll also see how our Head Start programs have positively impacted these counties and Benton, Hickory, and Morgan counties.
ABOUT OUR PROGRAMS Central Missouri Community Action uses a Whole Family Approach to support selfreliance for families. This approach focuses on building strong social connections, family well-being, and economic stability. CMCA staff work with families and communities to move people from dependency to resiliency by removing barriers and creating opportunities.
Throughout the pandemic, CMCA has remained
Social Connections include programs centered on leadership development, relationship skills, civic engagement, and community involvement.
dedicated to serving individuals and families in poverty and has responded
Family Well-Being includes programs centered on health and wellness, cognitive development and parenting skills.
to the crisis with innovation and compassion.
Economic Stability includes programs centered on employment, safe and stable housing, education, and income and asset building.
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WHOLE FAMILY
A WHOLE FAMILY APPROACH Strong families are the foundation for strong communities. When parents succeed, children succeed and vice-versa. A two-generation approach to supporting families ensures that both generations are receiving the support needed to make positive progress together. This Whole Family Approach to supporting families recognizes that reaching large goals, and maintaining them, is dependent upon meeting the needs of all members of a family. Central Missouri Community Action uses the Whole Family Approach whenever possible to ensure that both the adults in a family and the children have what they need to not only succeed but thrive.
BUILDING SOCIAL CONNECTIONS
FAMILY WELL-BEING
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BUILDING ECONOMIC STABILITY
MEET A CMCA MEMBER “I met Madi when she was late into her pregnancy,” says Amber, a Prenatal Parent Educator & Home Visitor for Central Missouri Community Action (CMCA). “She was still in high school and wanted to do everything she could to make sure her baby was born healthy and safe. So she enrolled in the Head Start prenatal program”. As soon as Madi enrolled in the program, she and Amber began working to prepare Madi for the birth of her baby. They talked about birthing options, and Madi learned about the importance of breastfeeding and the fundamentals of how to do it. After her baby arrived, Madi struggled to provide diapers and other necessities for her child. To help, Amber connected Madi with CMCA’s Women and Infant Relief Fund (WIRF). Through this program, Madi received diapers, wipes, and breastfeeding supplies. As Stella began to grow, Madi used her time with Amber to learn how to care for her baby and help her develop socially, emotionally, and physically. Stella was born a few weeks before Madi’s senior year of high school. Although she had a new baby, Madi was determined to finish high school and wanted to graduate with her diploma. Despite being a new mom, Madi attended cosmetology school at the Hart Career Center in Mexico, MO, weekday mornings, and attending R-VI High School in the afternoon. In May 2021, she received her High School Diploma. While attending school and caring for an infant, Madi also secured a job at Taco Bell. With this income, she has been able to provide for herself and her daughter. Not only was she able to purchase basic needs for her child, but the job also allowed her the income to move her baby and herself into an apartment. “Today, Madi is doing well,” says Amber. “She recently got a job at a hair salon, and she and Stella are thriving. She has truly inspired me and shown me that no matter what stands in her way she will figure out a way to accomplish her goals!” Madi’s story is not unlike the stories of many who seek support through CMCA. Of our members, 41.6% are single parent females. About 47% of members work either part or full time jobs, and many utilize multiple CMCA programs. And, like Madi, most dream of the day when they can enjoy a financially stable and secure life and provide for themselves and their children without needing outside help. This is the power of Community Action - people helping people help themselves and each other.
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WHO IS THE TYPICAL
Individuals who come to CMCA for support are called Members. We call them Members rather than clients, or customers because the term Members reflects the reality that they are a part of CMCA, not just receiving services from CMCA. Like members of a family, our Members engage with, work alongside, and develop lasting relationships with CMCA staff members. Being a CMCA Member means being an active part of one’s journey toward self-sufficiency.
Typical CMCA Member
Female 25-44 years of age H.S. Diploma or GED White Non-Hispanic Employed Full-Time Single Parent
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While this is a generalization based on the data we have collected the past year, it shows that helping people move out of poverty means: • Improving pay for people working at all levels to ensure a living wage. • Improving opportunities for affordable housing, including increasing opportunities for home ownership. • Providing quality, affordable childcare, • Providing opportunities to increase social, emotional and physical aspects of each individuals life to ensure a wellrounded, quality of life.
WOMEN AND MEN SERVED
Based on the Health and Human Services Guidelines a family of FOUR must make $26,200 or less to be considered living at the Federal Poverty Level.
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HEAD START PREPARES KIDS FOR
Tyler Rieke’s first memory of attending Head Start was a trip to the dentist. “I remember that we got to go across the street from our Head Start center and have our teeth checked and then choose a prize from the treasure chest,” says Tyler. Growing up as an only child in a single-parent household, Tyler began attending Head Start after her mom and stepdad divorced. Her grandmother worked as a Head Start teacher and helped her mom enroll Tyler in Head Start. “Head Start improved my life,” says Tyler. “I attended the morning session of a half-day program. At Head Start, I learned about the concept of community. Our teachers would assign us to be lunch helpers or toy helpers and I took pride in fulfilling my responsibilities in these roles.” While most of the children attending Head Start come from low-income homes, Tyler says she never felt like the Head Start program was for low-income kids. She recalls the experience as empowering and vital to her success in later life. “Head Start is a high-quality program,” says Tyler. “In the program, we enjoyed field trips to local venues, healthy meals, opportunities to build good friendships, and a learning environment accessible to children of all abilities, cultural backgrounds, and economic statuses”. Graduation from Head Start is a special memory for Tyler. “The teachers made a big deal when we graduated from Head Start,” says Tyler. “Each child got to wear a graduation cap and gown, and families attended to celebrate the occasion. The experience was special.”
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I am and always will be a huge fan and supporter of the Head Start program. - Tyler Rieke
HEAD START
Head Start made attending preschool possible for Tyler. She credits the program for her future success in school. After graduating high school, Tyler attended Stephens College, where she earned a Bachelor’s Degree in Psychology and Business. While an undergraduate student, Tyler recalls visiting her hometown Head Start to help deliver a lesson on recycling to the children there. Seeing the children respond positively to the opportunity to learn invigorated Tyler’s appreciation of the program. When she returned to Stephens, she helped her sorority organize a stuffed animal drive. The toys were donated to local Head Starts in Columbia for a reading buddy program. After earning her undergraduate degree, Tyler went on to earn two Master’s degrees. She earned a Master’s in Business Administration (MBA) from Stephens College and a Master’s in Education (M. Ed.) from Lincoln University. Today, Tyler is the executive director for the Coalition Against Rape and Domestic Violence (CARDV) in Fulton, MO. She credits her days as a Head Start kid in helping her to choose a career serving people in her community. “Everything I learned during my time in Head Start helped me as I grew up,” Tyler says. “I am and always will be a huge fan and supporter of the Head Start program.”
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FAMILY CHILD OUTCOMES WELL-BEING
The future of our community is dependent on the well-being and success of our children. More than 19% of Missouri children, ages birth to 18 years, live in poverty. Studies show that the best way to end the cyclic effects of poverty is through early intervention and high-quality, early education. When children succeed in school they set a path toward a self-sustaining future. To get there they must have support from both their family and the community. In response to this, CMCA offers several early childhood programs that address the specific needs of children living in poverty. These programs also address the needs of the adult(s) with whom these children live. These programs span from prenatal to early elementary.
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Early Head Start (EHS) provides early, continuous, intensive, and comprehensive child development services for infants and toddlers (ages birth-3 yrs.), living in lowincome homes. It also provides family support and education for parents and expectant mothers to ensure a safe, healthy start for young children and mothers. The goal of the EHS program is to provide safe and developmentally enriching care that promotes the physical, cognitive, social, and emotional development of infants and toddlers, and prepares them for future growth and development. The program also supports parents/guardians in their role as primary caregivers and teachers of their children. Head Start (HS) is a program for children ages 3 yrs. - 5 yrs. It provides opportunities for children to learn and experience success. Children participating in Head Start learn to socialize with others, solve problems, and have experiences which help them become self-confident. The children also improve their listening and speaking skills, preparing for future success in school. Parents of children in the Head Start program also receive support to be the best possible care giver and teacher for their child. CMCA’s BRIDGE Program helps children and parents transition successfully from pre=school to elementary school. The program’s primary
focus is on building student success by bringing the parent(s) of the child and the child’s teacher together so that they work collaboratively to support the child’s academic, social, emotional, and physical needs. These high-impact initiatives help children overcome the negative effects of poverty and provide young children an equal opportunity at future success.
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HEAD START
Enrollment & Health
The number of children served in Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau, and Osage Counties.
Central Missouri Community Action offers Head Start programs in eleven mid-Missouri counties including Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau, and Osage. These program opportunities include 17 center-based locations, home-based programming, and prenatal programming. Despite the ongoing pandemic, caused by COVID-19, Head Start programs have remained active and have continued to provide the support services needed by families.
326
Percentage of Average Monthly Enrollment in our Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau, and Osage County Programs
Early
Head Start
350 Head Start Children
HS had delayed opening in August due to COVID.
Percentage of Children with Up To Date Immunizations in Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau, and Osage County Programs
58 Prenatal Moms
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HEAD START
Percentage of Average Monthly Enrollment in our Benton, Hickory, and Morgan County Programs
61 Head Start Children
HS had delayed opening in August due to COVID.
74 Early
Percentage of Children with Up To Date Immunizations in our Benton, Hickory, and Morgan County Programs
Head Start
8 Prenatal Moms
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The number of children served in Benton, Hickory, and Morgan Counties
During the summer of 2019 CMCA began overseeing Head Start programs in Benton, Hickory, and Morgan counties. Since that time, physical centers for Head Start programming have been established in Hickory and Morgan counties. Prenatal, and home-based services are offered in all three counties and plans are in place to develop a center based program location in Benton county soon.
CHILD OUTCOMES
Head Start Prepares Kids for Success!! Data indicates the percentage of age-eligible children who have met CMCA’s school readiness goals and are ready for kindergarten. After several consecutive years of reaching the benchmark of 85% of children ready for kindergarten, CMCA increased the target to 90% in FY 2020. The national COVID pandemic hit about halfway through the FY 2020 school year. The COVID pandemic continued to significantly affect children’s attendance, and therefore their opportunities to learn, during FY 2020 and 2021.
School Readiness (Preschool)
Data reflects outcomes for children in all 11 counties served by CMCA. Covid impacted our ability to track at all locations.
98%
Percent of infant and toddlers developing age-appropriate skills.
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Physical health is an important component of overall well-being, especially for pregnant mothers. Head Start supports expecting families by ensuring families have access to regularly scheduled prenatal visits, dental exams, and nutrition screenings. Prenatal mothers whose screenings indicate the need for further assessment or treatment are referred to their primary medical provider. Prenatal care helps ensure that both mother and child are healthy.
40%
Regular prenatal care has been shown to reduce the risk of pregnancy complications, especially when the mother has pre-existing medical or dental conditions. It also helps ensure that any medications the mother takes are safe to take during pregnancy. The percentage of pregnant mothers with inadequate prenatal care ranges from 11.43% to 26.0% across the counties in CMCA’s service area.* Regular prenatal care is associated with a 37% lower risk of pre-term birth and a 38% lower risk of a low birth weight birth. In CMCA’s service area, 9.86% of births are pre-term, and 8.36% are low birth weight births. Racial disparities are evident, as black mothers in CMCA’s service area are approximately 2.49 times more likely to have a baby born with low birth weight. Pregnant mothers receive health, dental, and nutrition screenings and are encouraged to receive regular prenatal care from the medical provider of their choice. Sources: 1. U.S. Department of Health and Human Services. (2017, January 31). What is prenatal care and why is it important? Eunice Kennedy Shriver National Institute of Child Health and Human Development. 2. Missouri Department of Health and Senior Services. (2021). Missouri Resident Infant Health Profile, 2015-2019. 3. Missouri Department of Health and Senior Services. (2021). Missouri Resident Prenatal Health Profile, 2015-2019. 3. Missouri Department of Health and Senior Services. (2021). Missouri Resident Minority Health Profile, 2015-2019.
Percent of prenatal moms who received follow up medical care following health screenings. Helping People Help Themselves and Each Other | 19
Missouri Women’s Business Center
Michelle (Shelly) LaFata values relationships. Sitting against a serene blue wall, she is relaxed and at ease sharing her journey toward working with the Missouri Women’s Business Center. During her early years in Columbia, Michelle managed a local bookshop allowing her to meet people in the community who were growing their own food. “Cooking has always been an important part of my family,” said LaFata, “so, when I learned about the restaurants in Columbia that serve locally sourced foods, I wanted to cook for them.” In 2012, she decided to take her skills to the next level by attending culinary school in Austin, TX. There she learned to use nutrient-dense, plant-based foods in recipes, and to work with local farmers to ensure fresh, healthy ingredients for her dishes. After graduating, LaFata returned to Columbia with a mission to use her skills to serve the community. Her first attempt at entrepreneurship involved creating and delivering madeto-order meals for working
professionals and others. But, she found this to be isolating. In an effort to get more involved with the community, LaFata began working and cooking on a food truck. Working on the truck helped her build valuable skills in running a business and creating good food on the go. She also used the time between trips to enhance her pasta-making skills. “I’d stay up until 3 am to practice making pasta,” said LaFata. As LaFata’s confidence grew, she began selling her pasta at special community events in Columbia. Encouraged by her success at these events, she secured a booth at the Columbia Farmer’s Market. Soon, LaFata’s business was booming, and things were looking up. But, in early 2020,COVID shut everything down, LaFata wondered how her business would survive. Thankfully, she heard about the Missouri Women’s Business Center and scheduled an appointment to meet with a business coach.
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Working with her business coach Sarah, LaFata said her first meeting with her coach was difficult. She felt uncomfortable admitting that she did not know how to move forward with her business. “Sarah is wonderful! I call her Queen Sarah because she has helped me so much,” said LaFata. As she began working with the Missouri Women’s Business Center, LaFata learned that she could expand her business by adding employees. She also learned how to create and work with e-commerce.
LaFata said, “Since 2020 my sales have gone up 30% thanks to the MoWBC!” One of the most important skills LaFata has learned in her work with the Missouri Women’s Business Center is that it is OK to ask for help. Because of this, she has been able to expand her business. Today, Pasta LaFata employs five entrepreneurial women, When asked why she believes her business not only survived the pandemic but is now thriving,
Since 2020 my sales have gone up 30% thanks to the MoWBC! -Shelly LaFata Shelly LaFata said, “For someone with BIG dreams like me, it’s hard to ask for help.” But LaFata acknowledges that asking for help was the best thing she has ever done. She credits her work with the Missouri Women’s Business Center for making her business a growing success.
FY 2020 - 2021 Missouri Women's Business Statistics
MOWBC helped to launch 26 businesses in 2020-21.
Coaching CoachingSessions Sessions
Capital Infusions for Small Businesses totaling over $1,000,000.
Training Training Events Sessions
Non-LMI LMI Unidentified
Client Income
Unique Clients Served
Unique(89% Clients women)Served (89% women)
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CHILD FAMILYOUTCOMES OUTCOMES
Economic stability is vital to the well-being of individuals and families. Economic stability includes a safe place to live, food to eat, clothing to wear and opportunities to expand one’s social, emotional and intellectual horizons. At CMCA, our goal is to help individuals and families achieve self-reliance. As a leader in the movement to end poverty, CMCA offers programs and services to support low-income families using a whole family approach. This approach helps families improve family well-being, build economic stability, and develop healthy and lasting social connections. Each of these elements fosters the other and provides a strong foundation for families who are seeking to move out of poverty. CMCA has many initiatives that support economic stability including our energy assistance programs. The Low Income Home Energy Assistance Program (LIHEAP) keeps families safe and healthy by
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assisting with energy costs. This, in turn, reduces the risk of health and safety problems that often arise from unsafe heating and cooling practices. CMCA also provides programs to support affordable and accessible housing. These include the Housing Choice Voucher Program and our Housing Development Program. CMCA’s Housing Choice Voucher Program (Section 8) provides rental assistance to qualifying low-income individuals and families in Callaway, Cole, Cooper, Howard, Moniteau, and Osage counties. This program is funded by the U.S. Department of Housing and Urban Development. CMCA’s Housing Development Program is a collaborative effort between CMCA and community partners. Working together, CMCA and our partners either build or rehab multi and single-family housing units to provide affordable, accessible housing options for low-income families. As part of our housing support, CMCA also offers packaging services to help first-time home buyers with low-incomes apply for USDA home loans. During FY 2020-21, four first time home buyers received loans!
These initiatives, along with the Missouri Women’s Business Center, which supports entrepreneurs as they launch and sustain businesses, are some of the many ways that CMCA is working to help families help themselves not only survive - but thrive.
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FAMILY OUTCOMES
Improved Employment
4,478 households received utility assistance support during FY 2020-21
CMCA programs such as Head Start, BRIDGE, SkillUP, and the Financial Opportunity Center help members get and keep higher paying jobs with employment benefits. These benefits allow individuals to improve personal health care, mitigate financial risks, and make financial investments for their future. Employment benefits have been associated with several advantages to the employer, including increased employee productivity, reduced sick leave usage, and competitive staff recruitment. Further, research indicates a positive link between employment benefits and economic factors such as increased disposable income and lower health care costs.
Energy Assistance Low-income households spend 13.9% of their annual income on energy costs, compared to 3.0% for other households. Nationally, one in three households face challenges in meeting energy needs, with 25 million households going without food or medicine in order to pay their utility bills. Approximately 7 million households received utility disconnection notices. CMCA's LIHEAP Program keeps families safe and healthy by assisting with energy costs, allowing families to avoid or recover from crisis situations.
Sources For LIHEAP: 1. U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy . (2021, January). Weatherization Assistance Program. 2. U.S. Energy Information Administration. (2018, September 19). One in Three US. Households Faces a Challenge in Meeting Energy Needs. Today in Energy - U.S. Energy Information Administration (EIA).
30 people received employment training. 16 people gained employment with benefits such as healthcare and sick leave.
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ECONOMIC STABILITY
Affordable Housing
Sources for Affordable Housing: 1. U.S. Census Bureau. (2021). 2019: ACS 5-Year Estimates Data Profiles, Table DP04. 2. Housing & Urban Development, Office of Policy Development & Research. (2021). Assisted Housing: National & Local, 2020 estimates from 2010 Census.
Affordable housing is a critical need in midMissouri. Several factors contribute to the housing crisis, including lack of affordable housing, lack of a living wage, and insufficient housing stock. CMCA supports families and communities by providing services that address each of these factors.
Lack of Affordable Housing In CMCA's service area, nearly 22,400 (44.1%) renters and over 10,300 (18.2%) home owners with mortgages are housing cost burdened. A person is considered housing cost burdened when over 30% of their income is spent on housing. There are only 4,950 HUD-subsidized housing units available in CMCA's service area, which includes both public housing units and private rental properties that accept subsidy. Of these, 2,761 (56%) are units owned by landlords who accept Housing Choice Vouchers.
3. National Low Income Housing Coalition. (2021). Out of Reach: 2021: Missouri.
284 families obtained housing through CMCA's Housing Choice Voucher program.
284 Weatherization
Homes Weatherized
Weatherization services save low-income families in Missouri an average of $370 per year on utility expenses, including an average 18% savings on annual heating consumption and an average 7% savings on annual electric consumption. Weatherization services save low-income families in Missouri an average of $370 per year on utility expenses, including an average 18% savings on annual heating consumption and an average 7% savings on annual electric consumption. Sources For Weatherization: 1. U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy . (2021, January). Weatherization Assistance Program. 2. Missouri Department of Natural Resources. (n.d.). Residential assistance.
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Social Networks
As she slowly walked through the metal gates that had served as guards during her stay at the Women's Eastern Reception, Diagnostic and Correctional Center (WERDCC), Amanda took a deep breath, inhaling the smell of freedom. Excited to be done with her sentence, she was also nervous and afraid. In her hand she carried a small, plastic bag that contained the few belongings she had brought with her the day she arrived to serve her sentence. None of her family were at the prison gates to greet her and take her home. Instead, Amanda slid into the seat of an Uber. Female inmates like Amanda, often face unique challenges when transitioning out of prison and into civilian life. When they are released from prison they often have few personal items, and less money. Having their basic needs met along with strong emotional support is vital to their survival. But, it’s often hard for these women to find emotional support. Their ability to build and maintain healthy, lasting relationships is often negatively impacted by their past experiences. According to the TEN TRUTHS THAT MATTER WHEN WORKING
WITH JUSTICE INVOLVED WOMEN, published by the National Resource Center on Justice-Involved Women in 2012, many female inmates report having experienced abuse as a child or adult. They also suffer from mental health problems such as depression, posttraumatic stress disorder (PTSD), and substance abuse. Unhealthy past relationships often impact the identity and selfworth of these women and make it difficult for them to develop healthy, supportive relationships to aid in their successful transition out of prison. This was especially true for Amanda. Thankfully, while incarcerated, she participated in the ShowMe Healthy Relationships (SMHR) program, a program offered through Central Missouri Community Action (CMCA), that teaches people how to build and maintain healthy relationships.
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With the help of the CMCA SMHR and FreshStart my transition back into the community has gone smoothly, - Amanda.
77% of those served through CMCA report increased social supports.
When she first met Amanda, Nolanda Dodd, CMCA ShowMe Healthy Relationships Program Manager, says that she was eager to participate and always contributed to group discussions. Not long after completing the ShowMe Healthy Relationships program, Amanda was released from prison and moved to Columbia, MO. Recovering from a chemical addiction, she chose to reside in a transitional
living house. “After I was released from prison I moved to a new community and went into a sober living arrangement called FreshStart, and my mind flooded,” said Amanda. “I got in contact with the ladies at CMCA SMHR and was able to get into a stress management class called Taking Care of You.” As she attended the Taking Care of You classes, Amanda’s confidence grew and soon she shared that she had a job interview. While excited about the opportunity, she was also nervous because she didn’t have the money to purchase the required work uniform. “When I heard this, I knew what I had to do,” said Nolanda. As part of completing the SHMR program, participants are eligible to receive a gift card, and Amanda was waiting to receive hers. Because Amanda was living in Columbia Nolanda decided to deliver the card to her in person the day after the job interview.
The timing for this delivery was perfect because Amanda got the job and used the gift card to purchase the uniform needed to begin work. “With the help of the CMCA SMHR and FreshStart my transition back into the community has gone smoothly,” said Amanda. Since starting her job, Amanda has been saving money to purchase a car and was able to accomplish that goal. She also began discovering her personal strengths and is looking toward a new career path. "Amanda recently started a new job working for a behavioral health organization where she is helping people in situations similar to hers," said Nolanda. Amanda said she is grateful for the ShowMe Healthy Relationships program and staff. “I feel like being able to take the classes has helped me feel supported and has taught me it’s OK for things to take time."
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COMMUNITY OUTCOMES
CMCA engages citizens of all socio-economic levels in initiatives that support the economic development and growth of communities. These initiatives are designed to increase civic engagement, and strengthen social connections. Programs like Head Start, BRIDGE, Step Up to Leadership, Getting Ahead, Friends, Bridges Out of Poverty, Show Me Healthy Relationships, and Building Strong Families help CMCA members evaluate their existing resources and support networks. Through participation in these programs, members actively take steps to strengthen their support systems.
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Support network is a broad term for several different types of social support. People who provide appraisal support may offer encouragement and advice or prompt selfreflection. Those who provide a sense of belonging offer acceptance and reinforce feelings of self-worth. People who provide tangible support may offer physical or financial assistance. Stronger support networks are associated with fewer occurrences of material hardship relating to housing, utilities, food, and medical care. Additional research indicates that strong support networks act as mechanisms to help people with low incomes avoid entering material hardships, rather than shortening the duration of hardships that occur. Sources: 1. Cohen S., Mermelstein R., Kamarck T., & Hoberman, H.M. (1985). Measuring the functional components of social support. In Sarason, I.G. & Sarason, B.R. (Eds), Social support: theory, research, and applications. The Hague, Netherlands: Martinus Niijhoff 2. American Psychological Association. (2019, October 8). Manage stress: Strengthen your support network. American Psychological Association. 3. American Psychological Association. (2020, June). Perceived support scale. American Psychological Association. 4. Mills, G. B., & Zhang, S. (2013, December). Social Support Networks and Their Effects on Hardship Avoidance Among Low-Income Households. Washington, D.C.; Urban Institute.
Improved Mental Health
As part of our Whole Family Approach, CMCA offers family coaching through the Head Start and BRIDGE programs. Through the coaching process, families who identify a mental health need set goals and work to improve their mental health, either with professionals or on their own. Data below indicates the percentage of people who reported improved mental health.
33%
% of people who set goals related to mental health reported improvement.
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COMMUNITY ORGANIZING Community organizing is the art of bringing people together on behalf of and/or in response to a common interest. It is used for relationship building and collaboration and is designed to create power in and for a community. Within the eight counties served by CMCA, community organizers partner with community citizens and leadership to identify and address needs specific to each area. Initiatives here follow the 2017-2020 Strategic Plan. Beginning October 1, 2021 a new strategic plan was adopted.
Audrain County
Boone County
Audrain County Shelter CMCA participates in several Resource Coalition (ACSRC) local initiatives including: Developed in 2014 to address the • Live Well Boone County needs of homeless individuals • Project Homeless Connect and families in the county. • Functional Zero Task Force • The Early Childhood Network Future Workforce Prep • LWBC Tenant’s Group. A community-based initiative designed to provide youth, USDA Loan Packaging individuals and families the A CMCA home loan packing information and knowledge service for the USDA 502 Direct necessary to be successful in Home Loan Program. It is the workplace. available to individuals with low, or very low income to purchase Mexico Sustainability Project homes in rural areas. Developed in 2017. Born out of the work of Bright Futures Resource Assistance to the ROC Mexico. The goal of the project is The Re-Entry Opportunity to determine ways to meet the Center (The ROC) is a research needs of the community through and evidence-based program collaboration with Dr, Ruby designed to reduce recidivism Payne’s Bridges Out of Poverty rates for recently released and community level Getting individuals from the MO Dept. of Ahead facilitation. Corrections. Audrain County Transportation The Audrain County This community-based project focuses on creating public transportation resources or systems to address the needs of the community and its residents.
Callaway County Callaway Resource Network Meetings CMCA facilitates these monthly meetings to increase networking opportunities among local
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organizations serving Callaway County. Maternal Health Coalition CMCA partners with the Callaway County Health Department on a Maternal Mental Health Coalition to increase awareness of perinatal mood and anxiety disorder screenings, and to expand maternal health resources in Callaway County. Safe and Affordable Housing Task Force CMCA facilitates the Safe and Affordable Housing Task Force to increase safe and affordable housing opportunities in Callaway County. The task force offers education, advocacy, and development to community leaders and citizens. Local School Support CMCA partners with local school districts to increase the social and emotional needs of school-age children by providing educational opportunities for students.
Community Organizations Active in Disaster CMCA participates in the Callaway County COAD and leads the Long-Term Recovery Committee with case management, resources and construction coordination to address issues resulting from natural and other disasters.
Foster Care Community Action Team (CAT) Supports foster children by increasing awareness about the need for increased foster placement and safe spaces for children served by the Children’s Division.
Cole County
Workforce Prep Provides information and access to high school students about job opportunities in their communities. Post-graduation. college and careerfFair events are a part of this initiative.
Quality Housing Addresses the housing needs of low-to-moderate income families in Cole County. Leadership Development Provides opportunities for lowincome community members to gain the skills and social connections necessary to obtain leadership roles in the community. This includes the Step Up To Leadership Program and F.R.I.E.N.D.S program.
Moniteau County
Little Libraries This community partnership brings together many organizations to create and sponsor little libraries in Moniteau County to encourage and support literacy in the community.
Cooper County
Osage County
Workforce Development Community Action Team (CAT) Serves the people of the Boonslick area by facilitating conversations, developing strategic partnerships, and hosting life-skill and workforce readiness training and events, including the Boonslick Education and Employment Expo (see page 33).
Osage County Anti-Drug Community Action Team (OCADCAT) The board of directors and Community Coalition address drug misuse in Osage county. They provide educational resources to students at every grade level in both public and private schools.
Basic Needs Community Action Team (CAT) Identifies the basic needs of individuals and families throughout the Boonslick area to provide or connect them to resources to meet those needs.
Agritourism Osage County Agritourism is a community-based initiative designed to increase tourism opportunities for Osage County with the goals of increasing tax revenue and financial resources for the county.
Osage County Future Workforce Prep Program A community-based initiative designed to match local high school students seeking alternatives to secondary education with local employers seeking highly skilled, highly qualified workers. System of Care (SOC) /Osage County Unmet Needs A partnership of local organizations including schools, public health agencies, the Department of Mental Health, members of the clergy, Missouri Family Division, law enforcement, the Missouri Juvenile Division, family members, special needs organizations, and community leaders focused on meeting the mental health needs of children, youth, and families.
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2021-2023 Strategic Plan
STRATEGIC PLAN 2021-2024 VISION
CMCA envisions communities without poverty.
Strategic Plan 2021-2024
Employment & Work Supports
Outcome Statement: All people in the CMCA service area have quality employment opportunities. Outcomes include: • People are prepared for employment. • People have access to childcare. • People have access to transportation. • Entrepreneurs have supports necessary to start their own business.
Quality Housing
MISSION Build Relationships to empower people, strengthen resilience, and improve quality of life for all members of the community.
Outcome Statement: All people in the CMCA service area have quality housing options. Outcomes include: • Landlords and tenant build relationships. • Landlords accept rental assistance. • Housing members have access to coaching services. • Housing projects are developed. • People are supported in home ownership. • Exisiting housing stock is improved.
Financial Education & Income Supports Outcomes Statement: All people in the CMCA service area have economic stability. Outcomes include: • Financial education partnerships and services will be developed. • Financial Opportunity Center® services are expanded. • People have access to health insurance.
Diversity, Equity & Inclusion
STRATEGIC PRIORITIES Employment & Work Supports Quality Housing Financial Education & Income Supports Diversity, Equity & Inclusion Agency of Excellence
Outcomes Statement: All people in the CMCA service area have equitable opportunities to succeed. Outcomes include: • Members contribute to program planning and service delivery. • Members have skills and opportunities to advocate for themselves and their communities. • Minority-led and Minority-focused community groups have CMCA’s support.
Agency of Excellence
Outcomes Statement: CMCA is an agency of excellence that addresses reduction of poverty and empowers people with low incomes to become more resilient. Outcomes include: • CMCA has more flexible resources. • CMCA is a trauma-informed agency. • CMCA provides seamless access to agency services. • CMCA provides transparent programmatic and community data for internal planning and external partnerships.
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Boonslick Expo Community organizing is the art of bringing people together on behalf of and/or in response to a common interest. It is used for relationship building and collaboration and is designed to create power in and for a community. Within the eight counties served by CMCA, community organizers partner with community citizens and leadership to identify and address needs specific to each area. One area of need for Cooper and Howard counties has been access to job opportunities and training and educational opportunities for young people just out of high school. Businesses in these counties are passionate about keeping their graduates local by offering employment opportunities that provide a living wage, and many recent high school graduates would prefer to work or attend school closer to their hometowns. It is from these identified needs that the Boonslick Education and Employment Expo was born. The Expo is designed to bring together local businesses and post-secondary education providers with high school students and recent high school graduates to provide opportunities for participants and exhibitors to interact and learn more about one another. During the first year of the Expo in 2019, more than 30 vendors (businesses and education providers, and more than 70 prospective employees and/or students participated in the event. In 2020, despite the difficulties created by the pandemic, the Expo hosted 29 exhibitors and 55 attendees. Following the 2020 event, surveys were completed by exhibitors resulting to determine their primary reason for participating. Sharing educational opportunities was the biggest reason for participation, and employee
recruitment was the second reason. Those hoping to share educational opportunities made up 43% of the exhibitors while those seeking to recruit employees made up 25%. Additional reasons for participating as exhibitors included wanting opportunities to network with other professionals and students and the desire to spread general awareness of their business and/or educational institution. For students and prospective employees, the reasons for attending the event included learning more about trade schools, colleges, and universities, however a significant percentage were there to meet employers. Of those who attended the event 61% were seeking information about post-secondary education and 35% were seeking employment opportunities. Feedback from both the 2019 event and 2020 event was positive and indicated a continued interest in the event. “Every single respondent indicated that they would attend again or recommend the Expo to others,” said Audrey Phelps, CMCA Community Organizer for Cooper and Howard counties.
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CMCA Financial Report Fiscal Year 2020-21 TOTAL REVENUE & SUPPORT
UNRESTRICTED
TEMPORARILY RESTRICTED
2019 TOTAL
2018 TOTAL
Grant Rev -Federal
$13,606,047.00
$
1,836,870.00
$ 13,700,610.00
$ 3,723,347.00
Grant Rev - State
$
18,622.00
$
50000
$
1,254,541.00
$ 1,254,541.00
Local
$
278,173.00
$
841805
$
760,255.00
$ 763,721.00
In-Kind
$
707,664.00
$
555,512.00
$ 555,512.00
Interest Income
$
4,327.00
$
8.00
$
4,155.00
Other Income
$
654,725.00
$
58,542.00
$
277,363.00
Net Asset Released from Restrictions
$ 2,354,725.00
$ (2,354,725.00)
$
-
$
-
Total Revenue and Support
$
$
$
67,233.00
$
-
TOTAL Revenue & Support
$16,619,669.00
$ (36,149.00)
$ 16,619,669.00
$ 16,583,52.00
Program Services
$15,700,452.00
$
-
$
-
$
Management & General
$ 1,167,767.00
$
-
$
-
$ 1,167,767.00
Fundraising
$
$
-
$
-
$
$
-
$-
67,233.00
(67,233.00)
$
4,155.00
$ 282,244.00
FUNCTIONAL EXPENSES
35,092.00
Total Functional Expenses
15,627.44
36,361.00
$ 1,219,755.44
Change in Net Assets
$
517,373.00
$
432,500.00
$
(36,149.00)
$ (248,051.00)
Net Assets- Beginning of the Year
$ 1,671,252.00
$
345,851.00
$
386,282.00
$ 2,212,783.00
Net Assets - End of Year
$ 2,188,625.00
$
778,351.00
$
350,133.00
$1,964,732.00
Community Services Block Grant (CSBG) funding provides 7% of CMCA’s budget at $1,157,767 with federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services, Family Support Division.
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Central Missouri Community Action’s fiscal year ends each year ending September 30th. The organization was audited by JARRED, GILMORE & PHILLIPS, PA. The audit report expressed an unqualified opinion that the organization’s financial statements have been prepared using Generally Accepted Accounting Principles, the financial statements comply with relevant statutory requirements and regulations, and that the organization complied, in all material respects, with the types of compliance requirements that could have a direct and material effect on each of the organization’s major federal programs.
FISCAL YEAR 2020-2021 REVENUE - PUBLIC Grant Revenue Head Start
$
7,913,593.00
Local Portion
$
3,002.00
REVENUE - PRIVATE Grantee’s In-Kind Contributions
$ 2,205,096.00
Total Revenue
$ 10,121,691.00
EXPENSES Direct Costs Salaries
$ 3,978,733.00
Fringe
$ 1,237,604.00
Consultant
$
932.00
Travel
$
67,792.00
Space Cost
$ 1,014,307.00
Supplies
$
405,582.00
Equipment
$
77,237.00
Contractual
$
31,299.00
Participants
$
67,062.00
Other
$
305,761.00
Indirect
$
730,286.00
In-Kind Services and Goods
$ 7,916,595.00
Total Expenses
$ 10,121,691.00
Head Start funding provides 59% of CMCA’s budget at $10,121,691 with federal funds received from the U.S. Department of Health and Human Services Office of Head Start.
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DONOR SPOTLIGHT
advantage of them. Central Missouri Community Action is the kind of institution that goes about this work. Whether it's helping people keep the lights on, guiding them in building relationships, or helping them to get where they need to in their education, CMCA is able to provide the specific kind of help that is needed to many people in my region. How could I not donate?
How has being a donor impacted you?
Kevin Carnahan How did you learn about Central Missouri Community Action? I try to be an active participant in community work for social justice. In this effort I ended up making the rounds in Columbia organizations working to advocate for and serve the poor and oppressed in the city. As I attended different meetings and took part in different activities I kept hearing the name of Central Missouri Community Action offered as an institution that was doing good work helping people get on their feet.
What made you decide to donate to CMCA? Think about the programs, the impact of the organization, etc. We live in an often unjust and unfair world. Our job is to make it a little bit more just and fair. Those of us who have taken advantage of the opportunities we have found owe it to others to provide opportunities to others who have not had opportunities, or have not been able to take
The COVID pandemic hit a lot of people hard. For a year, many of us quarantined, and even afterwards our lives have not yet returned to normal. I am privileged in that my family has weathered well. We were able to maintain our jobs, and even forced to save when we couldn't go out to eat! Donating to CMCA has given me a chance to try to even the playing field after COVID threw off the balance even more than it usually is in our society.
Is there anything else you'd like to add? I think that covers it!
CMCA raises $14,620 through year end CoMoGives campaign! In August of 2020, CMCA set a goal to raise $10,000 through the annual fundraiser CoMoGives. By December 31, 2020, that goal had been exceeded! Funds raised through the campaign provided a solid foundation of unrestricted dollars used to support individuals like Madi and her daughter (pg. 9) and Amanda (pg.26) both highlighted in this report. CoMoGives is an on-line fundraiser hosted through the Community Foundation of Central Missouri. The platform highlights more than 110 central Missouri non-profits with the intent to raise funds and advance mission.
36 | CMCA 2021 Gratitude Report | www.cmca.us
Thank You
for Your Support! Businesses & Organizations Altrusa International Inc. of Mexico MO Foundation Amazon Smile Boonville Community Foundation Boonville R-1 School Bright Funds Centene Management Company,LLC Central Bank of Boone County Columbia Chamber of Commerce Women's Network Community Foundation of Central Missouri Donald F. and Mary F. Baker Charitable Fund Enterprise Development Corporation Environmental Protection Agency First State Community Bank Friendship Baptist Church Hawthorn Bank Heart of Missouri United Way Immaculate Conception Church Independent Stave Company, LLC Isle Of Capri Casino J R Albert Foundation, Inc. Jefferson City School District Art Club Kroger Lifetouch National School Studies Linn Lions Club Mexico Noon Lions Club Mexico Rotary Club, Inc. Mid America Bank Missouri Children's Trust Fund Regional Economic Development, Inc. (REDI) Simmons Bank St. Thomas More Newman Center Target The Connection Exchange The Crossing Church Thurman, Shinn & Company
United Health Care US Bank Foundation Veterans United Foundation Walker Winter Insurance Group
Individual Donors Beth Adkins DeeAnna Adkins Karen Allen Sheela Amin Rusty and Deborah Antel Jud Auck $ Kevin Bagley Robert Bailey Bruce Barkelew Wilson Beckett Nancy Belcher Tami Benus Robert L. Blake Sara Boggs Connie Bowman David and Kay Bradley $ Diane Buchli Sarah Buckallew Cindy Bullard Jamie Bush Stacey Button Kay Cafer Bobbie Jo Carey Kevin Carnahan *$
Helping People Help Themselves and Each Other | 37
HONOR ROLL OF DONORS Ronald Carter Mary Chant Noel Charles Aaron Chisum Koby Clements Robert Conway $ Jacque Cowherd Helen Crawford Bob and Lisa DeGraaff $ Mark Dick Brooke Dodd Samantha Dodd Wayne Doherty Meredith and Joseph Donaldson Roger and Judy Drake *$ Ron and Mona Elliott Laurie Ely Brooke Eskridge Holly Estrem John Flanders * Frank Flaspohler Nancy Flood Robert and Darcy Folzenlogen $ Kevin Frazer Pamela Gainor Charles and Anna Galbreath Jonathan Galloway Alberto Garcia Brian and Cynthia Gardner $ Jill Graham Peggy Gray Amy Guinn Bonnie Hadley
Dennis Handley Timothy Harlan Davin and Kishia Harms Gerald Harrison Susan Hart $ Beth Hastings $ Lori Hauxwell Lisa Hawxby Linda Headrick Dale Herigon Melissa Herzog Vicki Hobbs R. Hoffmeyer Wayne Holden Ronnie Holtmeyer Beverly Horvit Bruce and Ellen Horwitz Patricia Hostetler Robert and Patricia Kome Howell Gail Hughes George Hulett $ Jean Ispa Beth Jones Carole Kennedy Richard King John Klebba Dan Kleiner Gene & Deb Koepke $ Kristin Kormeier Donald Kritzer Jane Lago Valerie Lamping Pam Lanham Allison and Michael Lauf Thomas and Dolores Lauf
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Carolyn Lewis Christine Lindsey Tracy Litty * Heather Lockard Ben Loeb Mark Logan Kelley Lucero Ashlyn Maddy Carolyn Magnuson Teresa Maledy Nancy Malugani Dana Mazuru Travis McCarthy Susan McClintic Steve and Debbie McDonald Kathleen McKinney Ellen McLain Julie McNeil Brian McNeill Jodi McSwain Janis Mees Charlie Melkersman Marcey Mertens Gregory and Ronda Miller Brandy Minor Jill Moseley Jeremy Mullette Mary and Don Nichols * David Nykodym Packard Okie Elaina Olsen Julie Paulter Wally Pfeffer Audrey and Eric Phelps Joseph Polacco Anastasia Pottinger
Darin and Stacey Preis * Dave & Stacey Preis * Dennis Preis $ Jason Ramsey David and Martha Ray $ Sarah Read Stephanie Reid-Arndt Yasmine Rivera Candida Rogers * Charlie Roll Gilbert and Donna Ross Raymond and Diane Rymph $ Sharon Salmons Carrie Schlimme Stephanie Schmidt Kelly Schrier Eric Seaman Mary Shaw Robert Shoemaker Star Simmons Gary and Linda Sommers Katherine Speichinger Karin Spradlin James and Susan Steele Allen Tacker Ian Thomas Janet Thompson $ Ronda Thompson Russell Thompson Hope Tinker Michele Towns Gretchen Twenter * Cheryl Unterschutz * Pedro and Becky Valdes-Sada Elizabeth Vaugan Anne Vawter
Dennis Velez, MD Stacy Vincent Connie Weiberg Steven and Lynelle Phillips Westgate $ Mary Jo Westwood Leslie White Alan Winders Charles Wiredu Erica Woods Bob and Karen Worley * Kay Wright Jessie Yankee Darrin Young Ruby Young *Monthly Donor
"No one has ever become poor by giving." -Anne Frank
$ indicates the individual donor's total donations equal or exceed $1,000.00 for the past year.
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Central Missouri Community Action 807 N. Providence Rd, Columbia, MO 65203 573-443-8706 | www.cmca.us | info@cmca.us