Community Needs Assessment - 2023 by Central Missouri Community Action

2023

COMMUNITY NEEDS ASSESSMENT www.cmca.us

Table of

Contents

01 02 03 04 05 06

About Us: Mission, Vision & Values

Executive Director’s Word Board of Directors Theory of Change Executive Summary

Executive Summary

Results Based Accountability Community Needs & Root Causes

Information Gathered & Analyzed Quantitative Data Qualitative Data Community Survey Data Walks Focus Groups Partner Survey Customer (Member) Satisfaction Employee Opinion Survey Agency Impact Data

Poverty Profile

Poverty Demographics

Detailed Findings

Education Employment Income Housing Health Multiple Domains

Appendix

Surveys & interview template Data Walk Discussion Guide Data Sources

CMCA’s 2023 Community Needs Assessment can be found online at www.cmca.us. Navigate to the Information Center in the toolbar at the top of the page. From the dropdown menu, select Community Assessment.

Mission

About Us

CMCA’s mission is to build relationships to empower people, strengthen resilience, and improve quality of life for all members of the community.

Central Missouri Community Action is part of a national network of Community Action agencies founded in 1964. Our network is dedicated to eradicating the causes and conditions of poverty. The motto we use to summarize our work is “Helping People. Changing Lives.” Central Missouri Community Action provides direct services to low- income Missourians. These services help stabilize families who are struggling, allowing them to begin moving toward self-sufficiency. We help families who want to succeed have the tools to do so. CMCA also helps mobilize communities through local partnership initiatives to meet each community’s unique needs and provide innovative solutions to address the causes and conditions of poverty in central Missouri.

Vision Central Missouri Community Action envisions communities without poverty.

Helping People, Changing Lives Values

Empowerment

Collaboration

Diversity

Relationships

Central Missouri Community Action 807 N. Providence Rd, Columbia, MO 65203 www.cmca.us

Community

Central Missouri Community Action

From the Executive Director

survey the people we serve, and conduct community conversations with low-income individuals, business people, elected officials, faith-based organizations, and across the spectrum of community stakeholders. The process this year was particularly robust. As you will read below in the Methodology section, we have embraced a process called Results Based Accountability. This affords us the opportunity to engage community members in identifying the problems and in recognizing and creating solutions. All of this information has been compiled so that the CMCA Leadership Team, Board of Directors, and community stakeholders can hold this needs assessment as a point of reference in our ongoing efforts to meet our mission. Over the years, we have used this process to adjust some of our interventions and to guide our strategic thinking.

One of the things that most excites me about the work of Central Missouri Community Action is that we do not allow ourselves to stagnate as the world changes around us. Every three years, we conduct an in-depth community assessment to fully explore the realities of the communities we serve and the reasons that people struggle. We gather data from the most up-to-date and comprehensive sources,

Since the last Community Needs Assessment, we have modified our mission statement to better align with the Promise of Community Action and our Theory of Change. We have doubled down on using data to drive our interventions and adopted a self-sufficiency matrix to point us in the right direction. This data has led us to the adoption of a Whole Family Approach and the establishment of programs like our Financial Opportunity Center model, SkillUp, and digital navigation.

Central Missouri Community Action

It is impossible to reflect on the three years since our last community assessment without considering the massive effect of the COVID 19 pandemic on our work, our members, and the communities we serve. We played a role in helping our members stay housed, prepare for school, and generally survive throughout the pandemic. Now our attention can finally pivot back to the ongoing needs in our communities and the support our members need to thrive.

While the following comprehensive assessment is lengthy, I hope you will reflect on your own experience while reading it. The evolution of our communities and work of Community Action is not static. We will continue to build relationships to empower people, strengthen resilience, and improve quality of life for all members of the community.

Promise of Community Action Community Action changes people’s lives, embodies the spirit of hope, improves communities, and makes America a better place to live. We care about the entire community, and we are dedicated to helping people help themselves and each other.

Central Missouri Community Action 807 N. Providence Rd, Columbia, MO 65203 www.cmca.us

Central Missouri Community Action

Board of Directors From the Board President

Susan Hart Boone- Private Sector Term Began: Nov. 2019 Central Missouri Community Action’s 2023 Community Assessment has identified three consistent areas of need that will not surprise anyone. Issues related to housing, employment and work supports, and health/food security were consistently identified as priorities by the hundreds of participants in our Results Based Accountability process. CMCA plays an important role in addressing each of these areas. Over the last two years during my tenure as Board President, I am particularly proud of the steps we have taken to improve and expand housing according to our existing strategic plan. The agency has strategic priorities that include employment and work supports, quality housing, financial education and income supports, and diversity, equity, and inclusion. There is still much that needs to be done, however, as you will see in the following pages. CMCA will continue its tireless efforts to address these issues and meet new ones head on so that our members are empowered and resilient. We recognize the negative impact of poverty on the well being of all community members and are committed to addressing it.

CMCA BOARD OF DIRECTORS 2023 Members

Jodi McSwain Vice President

Karen Digh-Allen Secretary

Howard- Low-Income Sector

Callaway- Public Official

Term Began: June 2019

Term Began: Jan. 2022

Stephanie Schmidt Audrain- Treasurer Private Sector

Term Began: Oct. 2020

Elizabeth Anderson Osage- Private Sector

Private Sector

Term Began: Sept. 2022

Term Began: Oct. 2021

Michelle Barg

Jeremy Dawson

Cole-Private Sector

Howard- Public Official

Term Began: April 2019

Term Began: August 2022

Heather Berkemeyer

Stella Druml

Osage- Low Income Sector

Moniteau- Low-Income Sector

Term Began: June 2018

Term Began: Feb. 2023

Khyeese Bethea

John Flanders

Cooper - Low-Income Sector Term Began: Feb. 2023

Tiffany Burns

Howard- Private Sector Term Began: Oct. 2021

CMCA BOARD OF DIRECTORS 2023 Members

Janet Thompson

Phillip Iman

Boone- Public Official

Audrain- Low-Income Sector

Term Began: Jan. 2021

Term Began: Oct. 2022

Jean Ispa

Judge Cotton Walker

Boone-Early Childhood Advisor Cole- Public Official Not a voting member

Term Began: July 2020

Term Began: April 2012

Michael Pryor

Alan Winders

Boone- Low-Income Sector

Audrain- Public Official

Term Began: Oct. 2021

Term Began: April 2017

Paula Sims

Ruby Young

Cooper- Public Official

Cole- Low-Income Sector

Term Began: Oct. 2021

Term Began: Oct. 2020

Robert Sparks Callaway- Low-Income Sector Term Began: Feb. 2023

Supporting the Whole Family CMCA Initatives Community Organizing Community Organizing is the art of bringing people together on behalf of and/or in response to community needs. It is designed to nurture community engagement that activates solutions to these needs. Community Organizers focus on the realities of poverty at the local level, the needs of those living in poverty, and the cost of poverty to individual communities. Poverty Simulations: uses role playing to promote awareness about poverty and to increase understanding about the realities of living on a low-income with a goal to inspire change. REALL Presentations: Reality Education And Life Lessons is a simulation training designed for high school students to experience life through proactive and reactive lenses. Step Up to Leadership: Step Up to Leadership is a leadership development curriculum that teaches low income adults the skills necessary to be community leaders. Participants learn about best practices for serving on boards, engaging in committee work, and generally stepping up to serve their communities.

Energy Assistance Programs Low Income Home Energy Assistance Program (LIHEAP): keeps families safe and healthy by assisting with energy costs. CMCA makes payments directly to utility vendors on behalf of residents with low-incomes or who are in crises. Weatherization Assistance Program: Weatherization is a residential energy efficiency program which reduces household energy usage and improves the health and safety of low income member.

Senior Volunteer Programs Foster Grandparent Program (FGP): The FGP provides low-income adult seniors, ages 55 years and up, opportunities to mentor children at schools, child care centers, and other early childhood settings. FGP volunteers work with children individually and in small groups to provide support, guidance and friendship for kids with special emotional, educational and physical needs. Retired Senior Volunteer Program (RSVP): Individuals age 55 and over, volunteer to serve in Cooper County. RSVP volunteers contribute their time by supporting agencies and individuals with local challenges, in their own community. Volunteers choose how, where, and when they want to serve. Local initiatives include transportation assistance, companionship, food insecurity, and volunteer income tax assistance programs. Specific to Cooper County, ending March 2024.

Other ShowMe Healthy Relationships (SMHR): offers free courses for individuals not in a committed relationship, wanting to learn more about healthy relationships. Participants learn to identify the qualities of a healthy partners, and how to communicate and maintain relationships. Participants also learn how parenting, finances, and personal well-being impact their healthy relationship choices. 9

Child Development Early Head Start (EHS): provides child development and family support services to low income infants, toddlers, pregnant women, and their families. Head Start (HS): provides programming for the emotional, social, and cognitive development of preschool-age children and support to families. This whole family approach prepares children for success in school and helps adults meet their economic, social, and family goals. Children attend center-based classrooms and adults receive coaching to set and achieve goals. BRIDGE: supports children, families, teachers and schools to ensure family stability and educational success for children in grades K-5; made possible through support from the Boone County Children’s Services Fund and Heart of Missouri United Way. Offered in Boone, Cooper, and Howard Counties. Eat Healthy Stay Active: improves the nutrtion and physical activity of children, families and staff of Head Start programs. A join partnership with the Health Care Institute at UCLA.

Housing Housing Choice Voucher Program (Section 8): provides rental assistance to qualifying lowincome individuals and rental assistance to qualifying low income individuals in Callaway, Cole, Cooper, Howard, Moniteau, and Osage Counties; funded by the U.S. Dept. of Housing & Urban Development. Housing Development: Working with community partners, CMCA builds and rehabs multi- and single-family housing units to provide affordable, quality, and accessible housing options for low-income families. Missouri Housing Development Coalition (MHDC): CMCA is a MHDC - State Assistance for Housing Relief - Housing Stability and Eviction Diversion (SAFHR-HSED) site to help eligible renters and landlords to avoid eviction.

Financial/Economic Development Financial Opportunity Center (FOC): 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. The FOC model has three required components: income supports, financial counseling, and employment supports that contribute to the program’s success. Missouri Women‘s Business Center (MoWBC): Dedicated to providing business development assistance to aspiring women, with a focus on minority and low-to-moderate income based entrepreneurs throughout mid-Missouri. Services include free one-on-one counseling, business planning, and training. Funded in part through a cooperative agreement with the U.S. Small Business Administration. SkillUp: helps SNAP recipients obtain new skills, training, education, and employer connects that lead to employment and on-the-job success. Funded by the Missouri Department of Social Services.

Central Missouri Community Action

Executive Summary BACKGROUND

The 2023 Central Missouri Community Action (CMCA) Community Needs Assessment is a report on the demographics, strengths, needs and trends affecting the eight counties served by Central Missouri Community Action (CMCA). It is designed to lead the Strategic Planning process for the organization over the next three (3) program years (FY2025-2027). The counties served by CMCA include Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau and Osage. The data in this report was gathered by CMCA’s Director of Research & Data and analyzed by CMCA’s Leadership Team made up of all Program Directors, Program Managers, and direct services staff; CMCA Board Members; low income families; CMCA members; partner agencies and the general public. Analysis by these varied groups resulted in a more authentic identification of needs and exploration of root causes due to the diversity of perspectives, professional expertise, and lived personal experience. In 2020, the CMCA Board of Directors approved five areas of focus for the agency. The areas of focus, otherwise known as Agency Strategic Priorities are highlighted below. Of these strategic priorities, four of the five have been designed to work directly with communities to identify and reduce the causes and conditions of poverty. All services, activities, initiatives and programs provided through CMCA fall within one or more of these strategic priorities.

All people in the CMCA service area have:

quality employment opportunities

quality housing opportunities

economic stability

equitable opportunity to succeed

Central Missouri Community Action is an agency of excellence.

Central Missouri Community Action

THEORY OF CHANGE

Central Missouri Community Action uses a Whole Family Approach to strengthen resilience for families. This approach focuses on strong social connections, family well-being, and economic stability. CMCA staff work with families and communities to remove barriers and create opportunities. Coaching is the core of our Whole Family Approach. Families who receive services from CMCA are often eligible for family coaching services. Family Success Coaches use a strengthsbased model of family coaching and work with all members of the family to address needs, overcome barriers, and support members as they set and achieve their goals.

THEORY OF CHANGE Social Connections includes programs centered on leadership development, relationship skills, civic engagement, and community involvement. Economic Stability includes programs centered on employment, safe and stable housing, education, and income and asset building. Family Well-Being includes programs centered on health and wellness, cognitive development, and parenting skills. Individuals seeking support through CMCA are called Members. The work we do with our Members is collaborative, so we refer to them as “members” instead of clients. CMCA doesn’t simply provide one-time support. Instead, Members work with our staff to develop long-term, sustainable solutions to the obstacles that have kept them from being financially stable and self-reliant.

As a single mom of three young children, CMCA has given me opportunities I never would have accomplished on my own! ~ CMCA Member

Central Missouri Community Action

Executive Summary METHODOLOGY

RESULTS BASED ACCOUNTABILITY This report is based on information gathered from multiple sources. CMCA conducted the Community Needs Assessment process using the Results Based Accountability (RBA)¹. RBA is a data-driven approach that involves shared responsibility for a common goal and that drives systems-level community change by addressing root causes of inequity. It unites and aligns the work of partner organizations by placing their individual and collaborative efforts into the context of a larger result to be achieved within the community. This result is based on needs identified through the community-led analysis of disaggregated data, surfacing inequities that exist within the community, including within structures and systems. Community members, including those with lived experiences, are engaged in the process from the beginning, helping to identify the result (goal) the community intends to achieve and co-creating the strategies that partners will take to achieve it. Strategies are designed to address both the barriers to access that are the symptoms of inequity and the deeper root causes of inequality that exist within structures and systems.

Central Missouri Community Action

Executive Summary METHODOLOGY

RESULTS BASED ACCOUNTABILITY

Since no single organization can affect systemic change alone, the responsibility for the implementation, sustainability, and impact of the community’s plan are shared amongst all partners. This joint accountability is supported by the transparent nature of the process, by disseminating information about the plan and its progress via a public website, by direct community member participation in the development and implementation of the plan, and by providing support for partner organizations to adopt RBA internally and to align their service delivery with the result the community intends to achieve. CMCA utilized Results Based Accountability to authentically engage local communities in prioritizing county-level needs, developing a shared results statement, exploring existing efforts and expanding to include new partners, and uncovering root causes of inequity related to the prioritized needs. CMCA will continue to engage communities throughout the rest of the RBA process as we collaborate to identify, define, and implement strategies to address both systemic and local root causes to create sustainable community change. These strategies will be outlined in county-specific Community Action Plans. In the upcoming year, CMCA will develop an updated strategic plan and community work plans that will outline CMCA’s contributions toward addressing those root causes and achieving the shared result.

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

CMCA collaborated with community stakeholders to identify three main areas of need within the eight county service area:

Housing

Health/ Food Security

Employment & Work Supports

Through data walks and a series of community meetings, each county prioritized specific needs that they intend to address with community action plans. CMCA facilitated both internal and county-level community discussions about causes and conditions of poverty. A cause of poverty is defined by the National Association for Community Action Partnership as a negative factor that creates or fosters barriers to self-sufficiency and or reduces access to resources in communities in which low-income individuals live. A condition of poverty is defined as a negative environmental, safety, health, and/or economic condition that may reduce investment or growth in communities where lowincome individuals live. Causes and conditions of poverty and corresponding needs to address them are identified at the agency, family, and community level.

Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Housing was identified as a priority need for all counties, but particularly for Boone, Callaway, Cole, and Cooper Counties.

Our community lacks safe and affordable housing stock and direction for housing development efforts in rural counties.

Families do not have safe and affordable housing, equitable opportunities for home ownership, or financial literacy skills.

The agency needs increased staff capacity following a plan established in collaboration with Minnesota Housing Partnership.

CMCA established a Housing Development Plan with Minnesota Housing Partnership which outlines the agency’s housing development efforts in rural counties and guides the expansion of family coaching services to support the upward mobility of CMCA members enrolled in the agency’s Housing Choice Voucher programs. Systemic root causes include historic racial segregation and discrimination, increasing costs of land acquisition and construction, lack of inclusionary zoning practices, and lack of property code enforcement. Local, community, and family root causes include low housing stock, specifically affordable housing stock; lack of housing needs assessments to guide housing efforts in rural counties; lack of landlord/tenant education about rights and responsibilities; lack of incentives for landlords; lack of financial education; complications involved in the home loan application process; high costs and lack of knowledge related to home maintenance; lack of homelessness prevention programs; lack of addiction treatment programs; lack of transitional housing programs; lack of living wage; lack of access to capital for home ownership; and stigma and misinformation relating to affordable housing. Internal root causes include lack of funding to support the development of a landlord risk mitigation program, lack of capacity to conduct multiple housing needs assessments, lack of staff capacity to pursue housing development efforts in multiple counties, and lack of an agencywide model for family coaching. 17

Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Health/Food Security was identified as a priority for Audrain, Cooper, and Osage Counties.

Our community lacks sufficient infrastructure to equitably provide health and mental health services and supports.

Families lack access to health care and healthrelated education.

The agency lacks staff with the skills to assist families in accessing health resources and staff with the expertise to provide therapeutic services to young children.

Systemic root causes of poor health and food insecurity include policy and eligibility changes for federal and state assistance programs; barriers to access embedded into the complexities of federal and state assistance programs; the Cliff Effect; costs of food, health insurance, and medical care; supply chain issues; and racial disparities relating to access. Community root causes include a lack of infrastructure to provide adequate and equitable health services. Family root causes include lack of knowledge and awareness of resources; lack of prenatal care; lack of physicians/health care providers; lack of transportation; lack of health insurance; lack of health literacy; and the stigma of asking for help. Internal root causes include lack of training for current staff and lack of capacity/funding to support additional staff.

Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Employment & Income was identified as a priority for Boone, Howard, and Moniteau Counties, with a specific focus on childcare in Moniteau.

Our community lacks living wage job opportunities, entrepreneurial and small business supports, employer-provided workforce training, and childcare for working families.

Families lack child care, financial education and skills, literacy and numeracy skills, and career readiness skills.

The agency lacks qualified staff to fully operate the Head Start and Women’s Business Center programs and an agency-wide model for Whole Family coaching.

Systemic root causes include historical racial discrimination and changes to Department of Elementary and Secondary Education (DESE) child care program regulations. Local community root causes include lack of a living wage; lack of upwardly mobile business practices/career pipelines; lack of entrepreneurial supports; increased costs of child care and child care program operations; lack of child care workers; and lack of support for child care programs working through the child care licensing process. Family root causes include lack of childcare and financial and career readiness skills. Agency root causes include lack of capacity to recruit and retain qualified staff, lack of an agency-wide model for Whole Family Approach coaching, and lack of internal processes for interdepartmental collaboration. The 2023 Community Needs Assessment will directly inform CMCA’s strategic plan and community work plan moving forward. They will outline CMCA’s role and contributions toward addressing these prioritized needs within our service area.

Central Missouri Community Action

Information Gathered and Analyzed Quantitative data includes numerical data, such as averages, counts, and percentages. It reflects the depth and breadth of an issue based on numerical data, often collected over specific time periods. Analysis of quantitative data involves identifying trends that show to what extent people, places, and communities have changed over time. Quantitative data sources include: U.S. Census Bureau, Housing & Urban Development, Feeding America, Missouri Economic Regional Development Center, Missouri Department of Health & Senior Services, and local organizations. When available, CMCA collected ten years of historical quantitative data to aid in the data analysis process. In addition, survey responses were quantified and analyzed as outlined below. Quantitative data from all of these sources were analyzed through internal and community data walks and through business intelligence tools.

Qualitative data includes narrative data, such as descriptive data or themes from surveys, focus groups, or direct quotes from interviews, surveys, and focus groups. It reflects the perceptions and lived experiences of the respondent, which provide valuable insight into how barriers and resources identified through quantitative data are experienced within the context of individuals, communities, and families. Qualitative data sources include: partner surveys, community surveys, Live Well Boone County Community Health Survey, CMCA Member Surveys, CMCA Employee Opinion Survey, CMCA Board Member Survey, Creating Cultures of Trauma Information Care (CCTIC) Program Fidelity Scale, and Callaway Housing Needs Assessment Interviews. Survey results were quantified to identify themes and trends relating to community needs, family/individual needs, and agency needs. Responses to open-ended questions were tagged for keywords and reported as quantified themes. Direct quotations from open-ended question responses were presented and highlighted during data walks to capture the lived experiences of our community members.

Central Missouri Community Action

Low-income individuals and key stakeholders were involved in all stages of the Community Needs Assessment process, including providing qualitative data during the data collection phase and contributing to data analysis and data-based decision-making related to prioritization of community and family needs. Key stakeholders included community-based organizations, faith-based organizations, public and private sector representatives, local and state government, and educational institutions.

Engagement of Low-Income Individuals and Key Stakeholders Engagement Opportunities Related to Data Collection Low-income individuals Community Surveys Member Surveys CCTIC Program Fidelity Scale Interviews Key Stakeholders Collaborative design and distribution of Community Survey Partner Survey Callaway Housing Needs Assessment Interviews

Engagement Opportunities Related to Data Analysis & Data-Based Decision-Making Low-income individuals Analysis of county-specific qualitative and quantitative data during Data Walks and Community Planning Meetings Provided direct input on the prioritization of community and family needs during Data Walks and Community Planning Meetings Key Stakeholders Analysis of county-specific qualitative and quantitative data during Data Walks and Community Planning Meetings Provided direct input on the prioritization of community and family needs during Data Walks and Community Planning Meetings

Central Missouri Community Action

Information Gathered and Analyzed COMMUNITY SURVEY CMCA began engaging partner organizations in December 2022 to join a collaborative Community Needs Assessment process, facilitated and hosted by CMCA. The first step in the process included reaching out to local nonprofits, health departments, schools, churches, employers, collages, utility providers, state offices, and community members to join CMCA in creating and distributing the Show Me Strong Communities survey. Over 50 partners, including two CMCA Board members, were involved in the design of the survey. Partners were instrumental in disseminating the community survey through internal newsletters, social media, community outreach events, coordinating with community partners, flyers posted in the community, press releases and face-to-face networking throughout February 2023. The survey was available in English and Spanish online via a website link and a QR code, as well as through a paper form. Community Survey template can be found in the Appendix of this report. In Boone County, CMCA collaborated with Live Well Boone County to design and distribute the Live Well Boone County Community Health Survey from March to May 2023. Boone County survey results that appear in this document reflect the combined results from both the Live Well Boone County Community Health Survey and the Show Me Strong Communities Survey. The combined surveys yielded a total of 3,166 responses across CMCA’s eight county service area.

3,166 total responses 22

Central Missouri Community Action

Results below include the combined responses of both surveys. These results were analyzed by community members (specifically including low-income community members), partner agencies, local government representatives, faith-based organizations, educational institutions, and private and public sector representatives during the data walks held in each county. They were also analyzed by CMCA staff during quarterly data meetings and agency self-assessment.

Community Survey: Highlighted Results

Central Missouri Community Action

Information Gathered and Analyzed

CALLAWAY COUNTY HOUSING NEEDS ASSESSMENT

CMCA and the Minnesota Housing Partnership (MHP) conducted a Housing Needs Assessment in Callaway County. As part of the housing assessment, MHP interviewed and surveyed 25 community stakeholders to obtain local perspectives of the housing market and housing alternatives, including the community’s unmet needs (see Appendix). Stakeholders included local planners, housing and community development officials, the housing authority, social services providers, affordable housing developers, local governments, financial institutions, and low-income community members. Responses were organized into five central themes: availability and affordability, income and employment challenges, housing quality challenges, education and outreach opportunities, and specialized supportive housing services. Response themes were used to supplement quantitative housing data and to inform the strategies and recommendations that will be included in the Callaway County Housing Needs Assessment once it is finalized in early fall 2023. The full Housing Needs Assessment will be presented to key stakeholders during community planning meetings, published and distributed to key stakeholders, and made available to the general public via CMCA’s website.

“We need more homes that are affordable and with a lower bar for entry into home ownership. We also have far too many properties that have abandoned/dilapidated houses and other buildings on them.” ~ Community Member

Central Missouri Community Action

Community Stakeholder Response Themes Availability & affordability Availability of developable land is minimal and increasingly expensive. Developers have few incentives to build new housing within the county. There is a shortage of skilled builders and tradespeople. Zoning regulations discourage multi-family units and smaller alternate development types.

Income & employment challenges Lack of safe and affordable housing limits the county’s ability to attract new businesses to the area and to attract a workforce. Many existing employment opportunities do not provide a living wage, making it difficult for workers to afford housing.

Housing quality challenges There is a high number of abandoned or distressed homes. Rental inspections are not conducted. Some home owners may not have the skills or resources to maintain their homes.

Education & outreach opportunities There is a need for community and stakeholder education about affordable housing, zoning, and development to reduce stigma. Collaboration between resource providers is needed to increase awareness of existing efforts and reduce duplication of efforts. Individuals need financial counseling including specifically first-time home owner education.

Specialized supportive housing services The existing support system for individuals with special needs is difficult to navigate. Individuals struggling with mental health or addiction issues need homelessness prevention supports such as treatment centers and sober living facilities.

Central Missouri Community Action

Information Gathered and Analyzed DATA WALKS

CMCA facilitated data walks in seven counties throughout March and April 2023 to share county-specific data that highlighted inequities in housing, income, education, employment, health, nutrition, and selected social characteristics. This was modeled from Boone County’s Upward Mobility project, funded by Urban Institute in 2021-2022, in which CMCA acted as the lead project consultant.

CMCA chose to expand this model of assessing community needs to the other seven counties and use data collected in Boone County’s process to inform our CNA. Community members, CMCA members, CMCA Board of Directors members, non-profit organizations, churches, schools, businesses, funders, and state and local government agencies were all invited to participate in the interactive data walk in Spring 2023 and to identify priority areas to address based on the available data. Recruitment methods included email blasts, social media, person-to-person networking, and distribution of brochures. Data walk attendees reviewed and analyzed the data on large visual poster boards placed around the meeting room in each county, using the Data Walk Discussion Guide (see Appendix).

Central Missouri Community Action

Data Walks

The Data Walk Discussion guide assisted participants in reflecting on each domain area of Housing, Education, Employment, Income, Health & Nutrition, and Selected Social Characteristics. Data was disaggregated whenever possible, allowing participants to compare the well-being of subgroups to that of the overall community and to prepare participants for future conversations about root causes and targeted strategies to address identified priority areas.

Participants in each data walk were immediately engaged in a focus group at the conclusion of the data walk, consisting of a facilitated discussion in both small and large groups. Participants worked together to identify and prioritize community needs and to develop a shared result statement, or common goal for the community.

Central Missouri Community Action

Information Gathered and Analyzed FOCUS GROUPS

RBA is a key component of assessing our communities strengths and needs, providing a process and outlining a data-driven approach to collective impact that involves shared responsibility for a common goal and drives systems-level community change. CMCA facilitated additional community conversations (focus groups) in each county in Summer 2023 following the data walks. This process involved reviewing existing data related to the priority areas identified during the data walks, then ranking each of these data points on three criteria:

Communication power measures how well a broad range of audiences understand the data

Proxy power tells us if the data is of central importance

Data power is based on the availability and accessibility of valid and reliable data.

At these meetings, the most relevant data related to their chosen Results (Goal) statement was presented to highlight the current circumstances of the population. The first of these meetings included brainstorming, evaluating, and prioritizing data indicators that will measure the community’s progress toward achieving the shared result or common goal.

Central Missouri Community Action

Focus Groups

The second community conversation involved discussions around existing efforts in the space related to the county’s priority area. Additional partners were invited by both CMCA and participants. This step reinforced the concept that the community action plan that would result from the process would be co-designed and co-implemented by CMCA, community members, and a wide variety of community partners and stakeholders. This step in the process acknowledged and honored the work that has already been done within the community, and places partner organizations and community workgroups in the role of active contributors, Participants had paper copies of the data sets at each table with their discussion guide and were asked to work in small groups to rank each existing data point, or potential indicator, as either high, medium or low on each of the three criteria above. Data points that scored the highest in all three areas became the final set of indicators in each county. This method acted as an equalizing process to ensure all voices were represented. The final data indicators identified in each county will be published on CMCA’s website and will be updated and analyzed by the community annually.

This process is different. I think we could really do something here. ~ Audrain County Community Stakeholder

Moniteau County Focus Group

Central Missouri Community Action

Focus Groups The third community conversation, held in each county in late Summer 2023, focused on a data-based discussion of root causes. We gained the professional experiences and knowledge of community organizations, government agencies, and other stakeholders, and most importantly, the lived experiences of low-income and minority community members were valued during guided discussions facilitated by CMCA. Participants identified several root causes underlying the prioritized needs of the community. The root causes were later categorized as systemic or local issues and brought back to the group during the following meeting.

Audrain County Focus Group

Future community conversations will focus on identifying and prioritizing strategies to address these root causes, including outlining action steps and assigning tasks, timelines, roles, and responsibilities. The final product will be a county-specific Community Action Plan that addresses the root causes of needs prioritized by the community in order to achieve a shared community result. Progress toward achieving this result will be measured using the community-selected indicators. Implementation of the Community Action Plan will also be community-led, with CMCA’s upcoming strategic planning process outlining CMCA’s specific role in contributing to the shared result.

Central Missouri Community Action

Information Gathered and Analyzed PARTNER SURVEYS

The partner survey was designed to collect information about existing resources and workgroup efforts within the service area (see Appendix). Over 150 partners completed the survey. Responses were displayed on a GIS Resource Map and made available to all partners and the general public via the CMCA website. Results were analyzed by agency management and selected front-line staff during a data walk held as part of the agency’s annual self-assessment meeting. Participants reviewed printed versions of the Resource Map and noted the density and geographic spread of existing resources as well as gaps that might indicate areas within each county that are underserved by a particular type of resource.

Resource Map

Central Missouri Community Action

Information Gathered and Analyzed

MEMBER SURVEY (CUSTOMER SATISFACTION SURVEY)

CMCA’s member survey was designed to collect customer satisfaction data (see Appendix). It was developed by our designated Data Team, led by the Director of Research & Data. The survey design was accessible to people with lower literacy levels, including response options such as labeled faces representing the scale of strongly agree through strongly disagree.

The draft survey was reviewed by CMCA leadership before being widely distributed in February through the web-based platform QuestionPro, text message, and email. In addition, a paper version of the survey was available with drop boxes located at each county Family Resource Center and Head Start Center. CMCA’s Director of Research and Data collected all paper and electronic survey responses for a combined total of 530 total member responses (11%) across the eight county service area.

Survey results were quantified for analysis and responses to open-ended questions were themed for analysis. All responses to open-ended questions were reviewed, and some were highlighted to present as direct quotes from CMCA members regarding their experience. Survey results were reviewed and analyzed by the Leadership Team, leading to recommendations for ongoing quality improvement. A summary of survey results and recommendations was shared with the CMCA Board of Directors.

I am proud to see y’all’s support within your community as I see many Facebook post of CMCA out in the community at many different events... It speaks volumes that y’all truly care and believe in the community you support. ~ CMCA Member 32

Central Missouri Community Action

CMCA Member Survey: Highlighted Results

Summary of Recommendations: Develop agency-wide processes to increase internal referrals to better support members Reinstate trainings to introduce CMCA services to newly hired staff Increase response rate for CMCA Member Survey

Central Missouri Community Action

Information Gathered and Analyzed EMPLOYEE OPINION SURVEY

CMCA’s Employee Opinion Survey was conducted to gather employee input on CMCA’s culture and agency operations (see Appendix). We received 125 staff responses, accounting for 60% of staff. Surveys were completed anonymously. Results of the CMCA Employee Opinion Survey were quantified by the Director of Research & Data and presented to the Leadership Team for analysis. Responses to open-ended questions were presented as direct quotes from respondents and as quantified themes. The Leadership Team analyzed both aggregated results for the entire agency, as well as results from managerial vs. nonmanagerial staff and by length of employment. The Leadership Team then developed recommendations for ongoing internal quality improvement related to staff safety, supervisor/ manager training, data and communication, and diversity, equity, and inclusion. Aggregated results and recommendations were shared with all CMCA staff members as well as the Board of Directors.

Employee Opinion Survey: Highlighted Results

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I am very blessed to be able to work in an agency that supports not only my program but also me in my personal life. I love the work that I do and love supporting the mission of CMCA each and every day. ~ CMCA Staff Member

Employee Opinion Survey Recommendations Staff Safety Develop an agency code of conduct for all CMCA members Empower staff to take outlined action steps when members do not follow this code of conduct Conduct staff training on de-escalation techniques Encourage staff to attend compassion fatigue trainings available within the agency

Supervisor/Manager Training Develop a management training plan to include Personified Leadership and Results Based Accountability

Data & Communication Explore ways that member voice can contribute to agency direction and decisions Communicate how advisory boards/councils play a role in programmatic direction and decisions Communicate program and agency outcomes to staff Communicate the function and members of the Leadership Team

Diversity, Equity and Inclusion Develop a more robust agency DEI statement Develop a system in Paycor that outlines pathways that exist from entry-level positions to management positions within the agency Continue recruiting on job boards that target diverse populations Connect with a DEI consultant regarding next steps 35

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Information Gathered and Analyzed CCTIC PROGRAM FIDELITY SCALE

The Creating Cultures of Trauma-Informed Care (CCTIC) Program Fidelity Scale was conducted to obtain baseline data on CMCA’s incorporation of the principles of traumainformed care as part of our current strategic plan. As part of this assessment, a contracted trauma consultant conducted interviews with 32 CMCA staff and 40 CMCA members. Interview responses were themed and used alongside results of the Member Survey and Employee Opinion Survey, in-person site observations and policy and procedure reviews to score the CCTIC. The assessment process assigned scores on a scale of 1 (beginning the trauma-informed process) to 5 (fully trauma-informed) across multiple domains. Domains addressed policies and procedures, program operations, trauma screenings, administrative support, staff trauma education, and human resources practices. Results were analyzed by the Leadership Team and the Mental Health Administrator, who then determined recommendations for next steps. Results and recommendations were shared with all CMCA staff and with the Board of Directors. CMCA intends to implement some recommendations during the upcoming fiscal year, while others will be included in strategic planning discussions for future implementation.

CCTIC Program Fidelity Scale Results Domain 1. Program Procedures & Settings ..................................... 3.94 out of 5 Domain 2. Formal Services & Policies ................................................ 1.40 out of 5 Domain 3. Trauma Screening, Assessment & Service Planning ...................................................................... 3.55 out of 5 Domain 4. Administrative Support for Program-Wide Trauma-Informed Services ............................................... 3.34 out of 5 Domain 5. Staff Trauma Training & Education .............................. 2.30 out of 5 Domain 6. Human Resources Practices ........................................... 2.00 out of 5

TOTAL AVERAGE SCORE ............................................................... 2.70 out of 5

Central Missouri Community Action

CCTIC Program Fidelity Scale Recommendations Formalized Policies and Procedures Develop a written statement that CMCA is a trauma-informed agency that includes the importance of recognizing trauma, the principles of trauma-informed care, and how these principles should be incorporated into all aspects of program operations Ensure policies exist that explicitly outline member and staff rights and responsibilities Develop and communicate intentional and ongoing opportunities for staff and members to contribute to agency decision-making Clarify and communicate the process for addressing issues related to staff safety Minor policy and procedural wording changes to reflect traumainformed language

Staff Training Develop a system that ensures all staff receive basic trauma education, including training on the key values of trauma-informed care Offer administrative and supervisory training on supportive supervision to address the effects of secondary trauma Offer administrative and supervisory training that supports the development of shared control, which supports member and staff collaboration and empowerment

HR Practices Update staff interviews to include trauma-related questions, using input from staff to develop Update staff performance reviews to include an indicator reflecting implementation of trauma-informed practices

Central Missouri Community Action

Information Gathered and Analyzed BOARD OF DIRECTORS SURVEY

The CMCA Board Member Survey was designed to collect feedback from members of the CMCA Board of Directors regarding the efficacy of the Board’s structure, roles, and responsibilities and the agency’s ability to communicate its efforts, impacts, and needs (see Appendix). We received 15 Board Member responses, accounting for 75% of the Board of Directors. Results were analyzed by the Executive Director and the Director of Research & Data. Results and recommendations were then reviewed and discussed by the Board of Directors.

Board of Directors Survey: Highlighted Results The Board is sufficiently engaged to effectively govern the organization. The Board is effective in setting the agency’s overall strategic direction. The Board is effective in providing CMCA financial management & oversight. The Board provides sufficient legal oversight. The Board ensures DEI principles are applied to the organization’s work. The Board ensures traumainformed principles are applied to the agency’s work. I am sufficiently informed about CMCA’s progress & accomplishments. The strategies that CMCA is pursuing will enable it to achieve its mission. I have a clear understanding of how to articulate CMCA’s mission, values, and vision.

Central Missouri Community Action

Board of Directors Survey Recommendations Improve board member understanding of the agency’s mission and needs of its members 80% of respondents reported that Board Members understand the needs of agency members as relates to the agency mission.

Clarify board member roles and responsibilities 80% of respondents felt clear on their roles and responsibilities as Board Members. Only 60% felt the Board held the appropriate legal oversight.

Explore the need for additional Board committees 67% of respondents felt that the number of Board committees enabled it to govern the agency effectively. 73% felt that existing Board committees are fully engaged and effective. However, 86% felt that their existing workload and time commitment was appropriate.

Review term limit requirements and length of terms 53% of respondents felt that CMCA should have and adhere to term limits, which is a significant decrease from last year (79%). 60% felt the current terms are appropriate.

Train Board Members on DEI and trauma-informed principles 60% of respondents felt the Board ensures trauma-informed principles are applied to the organization’s work, while 67% reported incorporating these values into decision-making. 86% felt the Board ensures DEI principles are applied to the organization’s work, while only 60% reported incorporating DEI values into decision-making.

Review processes for identification and recruitment of Board Members, particularly low-income representatives 67% felt the Board has an effective process to identify and recruit new Board Members. 80% felt the agency effectively prepares CMCA members for leadership roles. Comments reflected the need to prioritize the inclusion of low-income Board Members and/or include CMCA Member participation on the Board.

Central Missouri Community Action

Information Gathered and Analyzed AGENCY IMPACT DATA

CMCA conducts quarterly data parties in which program managers, Community Organizers, and the Leadership Team review agency impact data relating to member outcomes, community initiatives, and progress on our current strategic plan. These data parties culminate in our annual agency-wide self-assessment. During the 2023 Agency Self-Assessment, agency impact data, disaggregated by program, was analyzed in context of the Community Needs Assessment data included in this report. Assessment Team members participated in a data walk to review and analyze community and agency data. Agency impact data related to the agency’s key findings is presented below; quantitative Community Needs Assessment data is located in the Appendix of this report. The Director of Research & Data then led the team through a facilitated discussion resulting in the identification of community, family, and agency needs. Discussion also included conversations about root causes, building on the community and family needs and root causes identified by community stakeholders during the county data walks and subsequent focus groups. Results of the analysis of community, family and agency needs and root causes are outlined in the “Key Findings” section of this report.

Agency Impact Data HOUSING

In August 2023, CMCA assisted 333 households through Housing Assistance Payments. 40

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Agency Impact Data HOUSING

CMCA weatherized 99 homes since the beginning of the agency fiscal year, with an additional 79 homes on the waitlist.

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Agency Impact Data HEALTH

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Agency Impact Data EMPLOYMENT & INCOME

Employment

Entrepreneurship

Income Supports & Financial Management

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Poverty Profile POVERTY DEMOGRAPHICS

Full poverty data is included in Poverty Profile through the Detailed Findings section of this report, beginning on pages 50-80. From 2013 to 2021, poverty rates have declined within CMCA’s service area. Research from the U.S. Department of Health & Human Services² shows that the federal stimulus packages released during the COVID-19 pandemic contributed toward decreasing poverty rates across the country, and similar results were seen in CMCA’s service area. The 2021 household poverty rate³ stands at 13.1%, while the general poverty rate³ stands at 13.7%. The SAIPE poverty rate⁴, which is often used for state and federal fiscal calculations, stood at 12.1% in 2020 at the time of data analysis. It should be noted the 2021 SAIPE poverty rate rose back to 14.1%.

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Poverty Profile POVERTY DEMOGRAPHICS

Females (15%) are somewhat more likely than males (13%) to live in poverty. Children under age 5 (17%) were the most at-risk age group for living in poverty, followed by all children under age 18 (15%), adults aged 18 to 64 (18%) and seniors (7%). Decreases in general poverty rates were noticeable across all age categories, but were most significant in the children under age 5 category, decreasing from 23% in 2013 to 17% in 2021.³

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS

General poverty rates varied greatly by race and ethnicity, both between races/ethnicities and within race as a year-over-year trend³. Between 2013 and 2021, the poverty rate for Asian individuals varied significantly as the percentage of the population fluctuated, but the service area saw an overall decrease in poverty for Asian individuals from 23% in 2013 to 20% in 2021. The general poverty rates for individuals of two or more races and for Hispanic or Latino individuals showed less variation across years and poverty rates for both groups were each 20% in 2021.

The largest minority racial group in CMCA’s Service area is Black individuals. Poverty rates for Black individuals saw much less variation than racial and ethnic groups with smaller populations proportional to the overall service area population. Poverty rates for Black individuals decreased significantly from 37% in 2013 to 31% in 2021. However, Black individuals (31%) were significantly more likely to experience poverty than White individuals (12%). The general poverty rate for individuals of all other races fluctuated based on changes in the composition of the general population, but the service area showed an overall increase in poverty for individuals of other races from 23% in 2013 to 34% in 2021.³

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Poverty Profile POVERTY DEMOGRAPHICS Analysis of quantitative and qualitative data by community stakeholders and CMCA staff yielded the following detailed findings and root causes. From 2013 to 2021, the total households⁵ in CMCA’s service area increased by 4.2% (5,958), and the total population⁶ of CMCA’s service area increased 4.5% (16,772). The average household size and the average family size are three.⁵

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS The racial and ethnic composition of the population is 84% White, 8% Black or African-American, 3% Asian, and 3% Hispanic or Latino.⁶

Within the service area, the primary language spoken at home is English (94.4%). Other primary languages include Spanish (1.7%), Asian & Pacific Island languages (1.8%), Other Indo-European languages (1.6%) and Other languages (0.6%).⁷

The population is half female and half male⁶, and 12% of the population have a disability.⁵

Poverty Profile

Central Missouri Community Action

POVERTY DEMOGRAPHICS Adults aged 18 to 64 comprise the majority of the population, with 22% children under the age of 18 and 15% seniors over the age of 65. There has been a slight 3% increase in seniors in the population from 2013-2023, and a slight 2% decrease in adults age 18 to 64, suggesting that mid-Missourians are becoming more likely to age in place.⁶

There has been a significant decrease in the number of households in which grandparents are responsible for raising their own grandchildren as the primary caregiver, dropping from 52.7% in 2013 to 39.5% in 2021.⁵ Over 21,800 veterans live within CMCA’s service area.⁵ Of these, approximately half are aged 18 to 64, and half are over the age of 65. Ninety percent of veterans are male, while 10% are female. The majority of veterans are White (84%), while 7% are Black, 4% are Some Other Race, and 2% are Hispanic or Latino.⁸ Veterans have differing education levels, with 6% having less than a high school diploma, 26% having a high school diploma or equivalent, 31% having some college or an associate’s degree, and 30% having a bachelor’s degree. The labor force participation rate for Veterans is 73%, and of these, 97% are employed.⁸

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Detailed Findings EDUCATION

Adult literacy is reported in levels. Level 1 indicates challenges with basic reading and writing skills and is equivalent to being functionally illiterate. Level 2 indicates basic literacy, and Level 3 indicates proficiency in reading and writing. In the CMCA service area, the percentage of adults who are functionally illiterate ranges from 15% in Boone County to 24% in Audrain County. Similarly, adult numeracy is reported in levels, as Level 1 indicates challenges with basic numeracy skills and is equivalent to being functionally innumerate. Level 2 indicates basic numeracy, and Level 3 indicates proficiency in advanced math concepts. In the CMCA service area, the percentage of adults who are functionally innumerate ranges from 23% in Boone County to 37% in Audrain County.⁹

Central Missouri Community Action

Detailed Findings EDUCATION

Ninety-two percent of adults over the age of 25 have at least a high school diploma or equivalent, while 36% have a bachelor’s degree or higher.⁵ Data indicates that racial disparities exist within education levels, as only 80% of Black or African-American adults have a high school diploma or equivalent compared to 93% of White adults. Similarly, only 22% of Black or African-American adults have a bachelor’s degree or higher compared to 37% of White adults.¹⁰

The high school graduation rate has increased slightly from 87% in 2013 to 91% in 2021. However, when the data is disaggregated by race, Black students graduate at a lower rate than White students, with graduation rates of 84% and 93% respectively.¹¹

Central Missouri Community Action

Detailed Findings EDUCATION

The most significant increase in graduation rates over time has been within the Black student population, increasing 11% from 73% in 2013 to 84% in 2021. Graduation rates for students receiving Free & Reduced Lunch, which is often used as a proxy for measuring graduation rates for students living in poverty, remained fairly stable at 81%, which is 10% lower than the overall student population.¹¹

Research shows a strong correlation between school attendance and the likelihood of high school graduation. Proportional school attendance data indicates that Black students are significantly less likely than their White and Hispanic or Latino peers to maintain satisfactory attendance, with attendance trends decreasing for Black students since 2016. Attendance for all races dropped slightly during the pandemic years.¹²

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Detailed Findings EDUCATION

Student enrollment in K-12 schools has remained fairly stable since 2013, with a slight decrease during 2021 that slightly recovered in 2022. The percentage of enrolled K-12 students who are homeless has remained steady at just over 1% of the total student population. Public preschool enrollment has fluctuated throughout the past several years, again decreasing during the pandemic years. Public preschool enrollment numbers for the 2022 school year were reported significantly below enrollment numbers of past years. Both undergraduate and graduate college enrollment has slowly decreased from 2013 to 2021.¹³

Children aged birth through three who are suspected of having a disability are referred to First Steps while children aged three to five are referred to the Local Education Agency (public school system) as the System Point of Entry. In the state of Missouri, 8,235 infants and toddlers¹⁴ and 566 preschool-aged children¹⁵ were diagnosed with a disability. The most common disability designation for children aged three to five was Young Child with a Developmental Delay (76%). These figures represent an increased number of children diagnosed with disabilities than the previous year; however, they may undercount the actual percentage of children with disabilities due to COVID-related delays in screening and diagnoses.

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Detailed Findings EMPLOYMENT

The labor force participation rate includes individuals who are either working or looking for work. It does not include those who are unemployed and not looking for work. The labor force participation rate for CMCA’s service area has remained fairly stable and was 63% in 2021. Labor force participation rates for males (78%) and females (76%) are fairly equal.¹⁶

The labor force participation rate for Black or African-American individuals is 60%, compared to 64% for White individuals and 70% for Hispanic individuals. Labor force participation rate is highly correlated with level of education, with 51% of those with less than a high school diploma, 70% of those with a high school diploma or equivalent, 79% of those with some college or an associates degree, and 88% of those with a bachelor’s degree or higher participating in the labor force.¹⁶

Central Missouri Community Action

Detailed Findings EMPLOYMENT

The unemployment rate spiked at 4.4% in 2020 during the COVID-19 pandemic, but decreased to 3.1% in 2021.¹⁷ While the unemployment rates for males and females is roughly the same (3.6% and 3.5% respectively), the unemployment rate for females with all of their children under age 6 is slightly higher at 4.8%. The unemployment rate is higher for Black or African-American individuals (5.9%) compared to White (3.6%) and Hispanic or Latino (4.5%) individuals.¹⁶

Like the labor force participation rate, the unemployment rate is higher for those with lower levels of education. The unemployment rate is also higher for people living in poverty.¹⁶

Central Missouri Community Action

Detailed Findings EMPLOYMENT

The majority of workers within the service area commute to work via car, truck or van (88%).¹⁷ The percentage of workers working from home increased during the pandemic, with 6.2% working from home in 2021. Approximately 21% of workers are employed outside their county of residence.¹⁸ Roughly half of workers who reside in rural counties, are employed outside their county of residence, with the exception of Audrain County (30%). Relatively few workers who reside in Boone County (9.7%) and Cole County (12.7%) work outside their county.¹⁶ A rural area as defined by the United States Department of Agriculture consists of open countryside with population densities less than 500 people per square mile and places with fewer than 2,500 people.

Detailed Findings

Central Missouri Community Action

EMPLOYMENT

Long-term occupational projections for Missouri’s Central Region forecast the largest occupation growth in food preparation and service (21.4%), healthcare support (15.4%), and computer and mathematical (13.8%) occupations.¹⁹ State-wide projections forecast the largest industry growth in professional, science, and technical services (18.1%), administrative support and waste management and remediation services (17.6%), and transportation and warehousing services (12.6%), with an overall forecasted growth of 7.9% for all industries.²⁰

Central Missouri Community Action

Detailed Findings EMPLOYMENT

On a state-wide survey, employers reported the top barrier to expanding employment was a shortage of workers with knowledge and skills, up from 47% in 2019 and 2020 to 60% in 2021. Other barriers included economic conditions (37%), general COVIDrelated issues (31%), government policies or regulations (30%), and lack of childcare access (22%).²⁰

While new business applications dropped during the first two years of the pandemic, they quickly rebounded to reach the highest level in nearly a decade, with 3,947 new business applications in 2021.²¹

Central Missouri Community Action

Detailed Findings INCOME

The median household income ranges from $47,178 in Audrain County to $67,088 in Osage County.²² This includes income from earned wages as well as supplemental income such as social security, retirement, or other benefits. The average hourly wage in CMCA’s service area varies from $16.82/hour in Howard County to $25.71/hour in Boone County. The median annual wage ranges from $29,079 in Audrain County to $37,788 in Osage County.²³

Central Missouri Community Action

Detailed Findings INCOME

The Cost of Living Index for the state of Missouri is lower than the national average at 90.1. All subcategories within the Cost of Living Index are also lower than the national average: Grocery (96.8), Housing (80.4), Utilities (94.2), Transportation (97.8), Health (91.2), and Miscellaneous (92.8).²⁴ Living wage is the term used to describe the amount that each worker in the household must earn in order to afford their basic needs. The living wage varies by county and household composition. The living wage for a household with two working adults and two children ranges from $20.06 in Audrain County to $23.99 in Boone.²⁵

Some households receiving income supports through public assistance programs. From 2013 to 2021, the number of households receiving SNAP (food stamps) has decreased 21.8%, from 20,451 households in 2013 to 15,989 in 2021.⁴⁹ The number of families receiving Temporary Assistance for Needy Families (TANF) has dropped even more significantly, decreasing 78.4% from 2,009 families in 2013 to just 433 families across the service area in 2021.⁴⁹ The percentage of households receiving Social Security income has increased slightly from 26.5% of households in 2013 to 30% of households in 2021.²⁷ The percentage of households receiving Supplemental Security Income (SSI) has remained relatively stable and was 4.1% in 2021.²⁷ Within the service area, 124 individuals received a blind pension.²⁶ The average monthly number of children in families receiving child care subsidy is 1,343.²⁷ 60

Central Missouri Community Action

Detailed Findings INCOME

Central Missouri Community Action

Detailed Findings HOUSING

There are 166,000 housing units in CMCA’s service area, of which 89% are occupied and 11% are vacant.²⁸ Most are owner-occupied (65.6%), while 34.4% are renter-occupied. Racial disparities exist in home ownership, with over 69% of White households owning their homes, compared to only 32% of Black households.²⁹

Central Missouri Community Action

Detailed Findings HOUSING

Households who pay more than 30% of their income on housing expenses are considered to be housing-cost burdened. In CMCA’s service area, 19% of households with mortgages, 8% of households without mortgages, and 45.5% of renter households are housing cost-burdened.²⁸ This suggests that Black households are more likely to be cost-burdened than other households due to the significantly higher percentages of Black households that are renters versus homeowners.

The median rent and mortgage payments vary by county, with Boone County having the highest median rent payment at $933/month as well as the highest median mortgage payment at $1,421/month.²⁸

Central Missouri Community Action

Detailed Findings HOUSING

Fair market rent varies by county and by bedroom size, with a two-bedroom apartment in Boone County having a fair market rent of $961/month.³⁰ Fair market rent does not include utilities, although these housing expenses are included in calculations of a household’s housing cost burden. In the state of Missouri, the average electric utility costs alone are $119/month.³¹

There is a significant need for additional housing for all income levels across CMCA’s service area, and the number of new units cannot keep pace with the demand. From 2013 to 2021, new building permits were authorized to build 13,045 new units.³² However, over the same time period, there was an increase of 5,958 households within the service area²⁸, exacerbating the housing crisis. There is a significant need for affordable housing, as suggested by the high percentages of households who are cost-burdened.

Central Missouri Community Action

Detailed Findings HOUSING

HUD-subsidized housing units provide affordable housing for 3,215 households, the majority of which are located in Boone and Cole Counties.³³ The supply of affordable housing falls far short of the need.

Central Missouri Community Action

Detailed Findings HOUSING

Over the past five years, while the number of households in poverty has decreased³, the number of cost-burdened renter households has remained relatively stable²⁸, suggesting that both low-income and some middle-income households need more affordable housing.

In Cole County, the City of Jefferson conducted a Housing Needs Assessment that indicates a significant need for additional housing for all income levels. Downtown Jefferson City demonstrates the most housing need. Black and low-income residents face greater housing risk than other Jefferson City residents. In addition, downtown Jefferson City was in the path of a tornado in 2018, which exacerbated existing housing issues. Jefferson City also suffers from a growing number of blighted properties.³⁴

CMCA partnered with the Minnesota Housing Project to conduct a Housing Needs Assessment in Callaway County in 2023. Callaway County’s assessment indicated a growing need for affordable housing and housing for one and two person households.³⁵ ³⁶ New housing development in Callaway County has focused primarily on single family units.³² 66

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Detailed Findings HOUSING

Local foreclosure data was not available; however, eviction filings increased 11.9% from 1,737 in 2013 to 1,944 in 2018, the most recent data available.³⁷

While challenges surround the accurate count of the homeless population, the annual Missouri Point in Time Count identified 533 individuals as homeless for the region that includes CMCA’s service area. Of these, 86% were sheltered and 14% were unsheltered.³⁸

There are over 18,000 vacant housing units within the service area,²⁸ although it is important to note that some may be only temporarily vacant, such as homes that have recently sold or rental units between tenants. Some vacant homes may be candidates for rehabilitation, while other vacant homes are not suitable for habitation or restoration efforts.

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

In 2020, 11.7% of the population was without health insurance coverage. Approximately 7% of children under 19 years of age were without insurance, and 13.3% of those aged 18 to 64 were without insurance. By sex, 10.5% of females and 12.9% of males were without health insurance. Of those at or below 138% of the Federal Poverty Level, 22.6% were without insurance, while 21.1% of those at or below 200% of the Federal Poverty Level were without insurance.³⁹

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

In 2020, 46,867 people were enrolled in Medicaid through MoHealthNet,²⁷ and in 2021, 6,768 children were enrolled in Children’s Medicaid through CHIP.⁴⁰ Over 40,200 people were enrolled in Medicare.⁴¹

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

There are 427 primary care providers within the service area, the majority of whom are in Boone and Cole Counties.⁴² There are 1,046 mental health care providers in the CMCA service area, the majority of whom are in Boone, Cole, Callaway, and Audrain Counties.⁴³

There are 110.9 primary care providers for every 100,000 population in the service area, ranging from 12.83 in Moniteau County to 178.15 in Boone County.⁴² The ratio of mental health care providers in the service area is one provider to 368.2 population.⁴³ Osage County has only 1 mental health care provider for the entire county’s population of 13,535. Local hospitals in both Osage County and Cooper County closed within the past few years and are no longer operational. An urgent care location was added to Cooper County in 2023. 70

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Detailed Findings HEALTH & NUTRITION

In 2021, over 4,200 individuals received mental illness treatment services from the Division of Behavioral Health, and 1,893 individuals were admitted to substance use and gambling treatment programs. Of these latter individuals, 861 had a co-occurring psychological issue.⁴⁴

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Detailed Findings HEALTH & NUTRITION

Seventeen percent of prenatal mothers did not receive adequate prenatal care. Rates of inadequate prenatal care are significantly higher for Black or AfricanAmerican mothers (27%) than for White mothers (15%).⁴⁵

Ten percent of all births were premature, and 7% of all births were to babies with low birth weight. Black or African-American babies (12%) were more likely to be born with low birth weight than White babies (7%).⁴⁵ Babies born prematurely or at low birth weight are at risk for long-term negative health and academic effects.

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

Death rates are reported as the number of deaths over a ten-year period, per 100,000 people. Death rates for Audrain (877.67) and Cooper (822.03) were higher than the state average (809.76), while Boone County’s death rate was significantly lower (692.24). Infant death rates were slightly higher than the state average of 6.44 for Callaway (6.91), Cole (6.69), Cooper (7.39), and Osage (6.52). Cooper County had a particularly high rate of deaths due to heart disease at 263.31 compared to the state average of 193.95. Likewise, Moniteau County had a significantly high rate of deaths due to Diabetes Mellitus at 74.2 compared to the state average of 20.28. The suicide death rate was significantly higher in Osage County (22.4) compared to the state average (16.46).⁴⁶

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Detailed Findings HEALTH & NUTRITION

Nearly 65,000 people in the CMCA service area live in census tracts designated as food deserts, the majority of whom reside in Boone County, Audrain, and Cole Counties.⁴⁷

Food insecurity rates have decreased from 14% in 2017 to 11% in 2020; however, over 42,000 people within the service area remain food insecure. Food insecurity rates within the service area vary from 8% in Osage County to 14% in Audrain County.⁴⁸

The food insecurity rate among children has also decreased, dropping from 16.1% in 2017 to 2020. However, both of these percentages are expected to rise with the end of pandemic-era benefits.⁴⁸

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Detailed Findings HEALTH & NUTRITION

Of the total food insecure population, 47% are ineligible for SNAP (food stamps).⁴⁸ The number of individuals receiving SNAP has decreased 22.4%, dropping from 43,958 in 2013 to 34,093 in 2021.⁴⁹

Food bank distributions initially rose at a steady pace, but dropped significantly during the pandemic years.⁵⁰

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

The number of pregnant women, infants, and young children receiving WIC benefits has decreased 36.8%, down from 8,567 in 2013 to 5,418 in 2020.⁵¹

WIC usage varied by county according to population. Overall, the service area saw a decrease of 31.5% in prenatal WIC utilization, a decrease of 33.4% in infant WIC utilization, and a 40.1% decrease in WIC utilization for children one to five years old.⁵¹

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Detailed Findings MULTIPLE DOMAINS

Crimes are reported in multiple databases, depending on jurisdiction and reporting agency. SRS reported crimes are reported at 17.00 property crimes per 1,000 population and 3.14 violent crimes per 1,000 population.⁵²

Crimes involving domestic violence rose during the pandemic, reaching 3,677 crimes in 2020, and then significantly dropped to 1,495 during 2021.⁵³ It is theorized that only a partial year is being reported as a complete year in 2021.

The number of drug arrests dropped significantly during the pandemic, with 1,900 reported drug arrests in 2021.⁵⁴

Detailed Findings

Central Missouri Community Action

MULTIPLE DOMAINS

The number of hotline calls reporting suspected child abuse and neglect also dropped significantly during the pandemic years, likely because of fewer opportunities for mandated reporters such as social workers, doctors, nurses, and teachers to hold inperson interactions with children. Of the 4,358 hotline calls in 2021, 2,915 children’s circumstances were evaluated through family assessments. Approximately 300 children were involved in situations of substantiated child abuse or neglect.²⁷

On average, nearly 800 children each month were in foster care within the service area. In 2021, 401 children entered the custody of the Children’s Divsion. ²⁷

Central Missouri Community Action

Detailed Findings MULTIPLE DOMAINS

Seventy-six percent of children under the age of 6 have all of their parents in the labor force.⁵⁸ While some of these children attend kindergarten or public pre-K programs, there is still a significant need for child care programs as a work support.

The number of licensed child care programs decreased during the pandemic years. The total number of licensed child care slots that these programs provide is 12,043.⁵⁹

Weekly child care costs average $270 for infants, $200 for preschool, and $170 for school-aged children. Low-income families may be eligible for state child care subsidy benefits to help make child care more affordable. Nearly half of licensed child care providers accept state child care subsidy payments.⁵⁹

Central Missouri Community Action

Detailed Findings MULTIPLE DOMAINS

The number of households with a computer has increased by 5.9% over the past five years, with 93.2% of households having a computer in 2021. Similarly, the number of households with broadband internet access has increased 9.2% over the past five years, with 83.3% of households having broadband internet access.⁵

The ratio of social organizations within the service area is 128.45 organizations per 100,000 population, with Cole County and Moniteau County having the most social organizations.⁵⁵

Most households in the CMCA service area had at least one vehicle, with only 6% of households having no vehicle available.⁵⁶

Nearly 90% of adults are registered voters.⁵⁷

Central Missouri Community Action

Appendix

Show Me Strong Communities Survey Background 1. What county do you live in? Audrain Boone Callaway Cole Cooper

Howard Moniteau Osage Other ____________________________

2. What is your zip code? ____________________ Finances 3. In the past month, did you do any of these because there wasn’t enough money? Check all that apply. Paid a bill late Did not buy groceries you needed Skipped paying a bill Skipped meals or ate smaller meals Got a payday loan Did not get prescription medication Got services to help pay a bill Did not go to a doctor’s appointment Borrowed money from someone Other _______________________ None of these 3a. If you skipped a bill or paid a bill late, which bill was it? Check all that apply. Rent or mortgage payment Cable or television bill Payday loan Utility bill Car payment Credit card bill Cell phone bill Car insurance Student loan Internet bill Medical bill Other ___________ None of these Health 4. What types of health care do you use? Myself Medical care Dental care Mental health services or therapy Substance use treatment Support groups Peer support services Other ___________________ Do not get health care

My children

Other adults in my home

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Show Me Strong Communities Survey, Continued 4a. When do you get medical care? Regular checkups Only when sick/injured Only in emergencies Do not get medical care

Myself

My children

Other adults in my home

4b. When do you get dental care? Regular checkups Only in emergencies Do not get dental care

Myself

My children

Other adults in my home

5. Does anything stop you or your family from getting health care? Cost of health care/doctor’s visits Unable to get off work Cost of prescription medications No extended office hours No insurance No local health care providers No transportation No local support groups Not sure where to go to get health care Other ____________________ Waitlists are too long to get in to see a doctor None of these Wait times at the doctor’s office are too long 6. Do you or your family use food banks or food pantries? Yes No 6a. What stops you from using food banks or food pantries? I do not need to use food banks or food pantries I don’t know where to find food banks or food pantries The locations do not work for me The days/hours do not work for me No transportation Other _________________ Child Care 7. Do you need any type of child care? No. I do not need child care. No. I already have child care. Yes. I have child care, but it doesn’t meet my needs. Yes. I need child care but don’t have it.

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Show Me Strong Communities Survey, Continued 7a. If you need child care, what type of child care do you need? Check all that apply. Infant/toddler care Summer child care Preschool care Night/weekend child care Before/after school care Other _________________ 7b. If you need child care, what stops you from getting the child care you need? Cost of child care No openings/no child care providers Locations do not work for me Days/hours the programs are open do not work for me No transportation Other ________________________

Transportation 8. Do you have consistent transportation? Yes No 8a. If not, what stops you from having consistent transportation? Check all that apply. Cost to buy a vehicle No bus system Cost of car repairs Bus stop locations do not work for me Cost of car insurance Bus times do not work for me Cost of gas Bus does not go where I need No driver’s license No wheelchair accessible transportation Cost of taxi, Uber, Lyft No sidewalks No taxi, Uber, Lyft Other _______________________ 8b. What types of transportation would you be likely to use if available? Check all that apply. Bus Transportation to medical appointments Taxi, Uber, Lyft Wheelchair accessible transportation Carpool Other _________________________ None of these 9. Does transportation stop you from getting to or from any of these? Check all that apply. Work Church or place of worship Stores/grocery stores Restaurants or entertainment Doctor or dental appointments Visiting friends or family School Community events Child care None of these

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Show Me Strong Communities Survey, Continued Jobs & Job Training 10. Do you need help with work or a job training program? Check all that apply. Finding a new job Starting a job training program Job skills training On the job training Earning my Hi-Set (used to be called GED)

Starting trade school or technical school Starting college Other ___________________ None of these

11. What are the biggest JOB and JOB TRAINING needs in your community? ___________________________________________________________________________ ___________________________________________________________________________ Housing 12. Do you need help with housing? Check all that apply. Finding a place to live Help with home repairs Paying my rent or mortgage Building credit to get a home loan Paying my utility bill Other _____________________ Lowering my rent or mortgage payment None of these 13. Which of these best describes where you live now? Single family home Student dorms Apartment Retirement complex Duplex or townhome Assisted living facility Mobile home Living with family or friends RV/Camper Homeless or living in a shelter Other ______________ 14. Which type of housing would you be living in today if you didn’t have to worry about whether you could afford it? For example: large or small single family home, mobile home, duplex, apartment, retirement complex, assisted care, or other housing. Why? ___________________________________________________________________________ ___________________________________________________________________________ 15. What are the biggest HOUSING needs in your community? For example: housing is too expensive, not enough housing, unkept or vacant homes and properties, cost of home repairs or maintenance, homelessness, etc. ________________________________________________ ____________________________________________________________________________

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Show Me Strong Communities Survey, Continued Community Strengths & Needs 16. What are the greatest strengths of your community? Check your top three. Stable local economy Access to healthy foods Job opportunities Access to child care Job training opportunities Access to health care Good schools Access to mental health care Education options after high school Access to substance use treatment Available transportation options and recovery services Available housing options Access to support groups/peer supports Affordable housing Volunteer opportunities Safe neighborhoods Services for seniors Low crime Services for people with disabilities Local police, fire & rescue services Other ____________________ 17. What would most improve your community? Check your top three. Growing the local economy Better access to healthy foods More or better job opportunities Better access to child care Better job training opportunities Better access to health care Better schools Better access to mental health care More education options after high school Better access to substance use More transportation options treatment & recovery services More housing options More or better services for seniors More affordable housing More services for people with disabilities Fewer empty or abandoned houses/properties groups Better access to support groups & peer An end to homelessness More volunteer opportunities Safer neighborhoods Other ___________________________ Lower crime Other ___________________________ Improved local police, fire & rescue services 18. Does your community need any of these specific services? Transportation options for rides in town Transportation options for rides outside of town A 24/7/365 homeless shelter Mental health resources, programs, and services Recovery support services for substance use and/or disorders

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Show Me Strong Communities Survey, Continued Demographics 19. Please tell us about yourself. Gender: Age:

Male

Female

16 to 24

Other Gender

25 to 64

Choose not to answer

65 or older

Choose not to answer

Race/Ethnicity: American Indian/Alaska Native

Asian

Black/African American

Middle Eastern or North African

Native Hawaiian or Pacific Islander

Two or more races

Hispanic/Latino White

Other ________________

Choose not to answer

How many people are in your household? _______________ What is your household income? Less than $10,000

$25,000-$34,999

$75,000-$99,999

$10,000-$14,999

$35,000-$49,999

$100,000-$149,000

$15,000-$24,999

$50,000-$74,999

Over $150,000

What is your highest level of education? Less than high school diploma

Some college or associate’s degree

High school diploma, GED, or Hi-Set

Bachelor’s degree or higher

Trade/vocational/technical certification

Choose not to answer

20. Would you like us to contact you? Tell me about upcoming community planning meetings Contact me for an interview about housing needs in my community (If you are selected for an interview, you would be compensated for your time.) Do not contact me 21. What is your name and contact information? (If you would like us to contact you.) ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

Live Well Boone County 2023 Community Health Survey Please complete this survey. Your response is confidential. No personal information will be collected. Your feedback will be used to help guide health and social service efforts in Boone County. Thank you for your support. The survey should take about 10 minutes.

If you prefer an electronic version of the survey, it can be found here

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Live Well Boone County 2023 Community Health Survey 1. What are the greatest strengths of your community? Please select up to three (3)

A clean and healthy environment  Access to parks and recreation sites Ability to communicate with city/town leadership and feel my voice is heard Access to public libraries and community centers Access to public transportation Accepting of diverse residents/cultures  Access to religious or spiritual events Access to affordable after-school activities  Access to services for seniors Access to affordable child care Arts and cultural events Access to affordable healthy foods Local 24-hour police, fire, and emergency services Access to affordable housing Low crime and safe neighborhoods Access to educational opportunities Meets basic needs for everyone (food, shelter, clothing) Access to health care Access to mental health care The number of safe walking and biking routes Access to natural areas Other 2. Among youth (ages 0-18), what are the issues in your community? Please select up to three (3) Accidental injuries Asthma Bullying Child abuse/neglect Childhood obesity COVID-19 and other infectious diseases Dental health (lack of dental health services) Disabilities (physical, intellectual, developmental Distracted driving (texting/cell phone use) Drug overdose Drug use Homelessness Homicide Impaired driving (drugs/alcohol) Lack of basic needs (diapers, clothing, food) Lack of physical activity Lack of regular checkups and vaccinations LGBTQIA+ health issues Low birth weight

 Mental health (anxiety/depression)  Not using a car seat  Not using helmets  Not using seatbelts  Physical or sexual assault  Poor eating habits  Programs, activities, and support for youth and  teens during non-school hours  School drop out  Secondhand smoke exposure  Self-harm  Sexually transmitted infections (STDs/STIs)  Suicide  Tobacco use (cigarettes, snuff, chewing  tobacco, e-cigarettes)  Too much screen time  Unintended pregnancy  Other

Page 2 of 8

Live Well Boone County 2023 Community Health Survey 3. Among adults (ages 19 and older), what are the issues in your community? Please select up to three (3)              

 Accidental injuries  Aging concerns (falls, Alzheimer’s disease, arthritis)  Alcohol use  Cancer  COVID-19 and other infectious diseases  Dental health (lack of dental health services)  Disabilities (physical, intellectual, developmental)  Disease that is chronic (doesn’t go away such as heart disease or diabetes)  Distracted driving (texting/cell phone use)  Domestic violence  Drug overdose  Drug use  Homelessness  Homicide  Impaired driving (drugs/alcohol)  Lack of adult care services

Lack of basic needs (food, clothing, shelter) Lack of physical activity Lack of regular checkups and vaccinations LGBTQIA+ health issues Mental health (anxiety, depression) Not using seatbelts Obesity Physical or sexual assault Poor eating habits Respiratory disease (COPD, emphysema) Secondhand smoke exposure Sexually transmitted infections (STDs/STIs) Suicide Tobacco use (cigarettes, snuff, chewing tobacco, e-cigarettes)  Unintended pregnancy  Other

4. What would most improve the quality of life in your community? Please select up to three (3) areas where your community should focus.          

 A cleaner and healthier environment  An end to homelessness  Better access to health care  Better access to healthy food  Better access to mental health care  Better schools  Health equity  Improved fire, police, and emergency services  Less abuse (domestic, elder, child)  Lower crime and safe neighborhoods  Meet basic needs for everyone (food, clothing, shelter)

More affordable child care More affordable housing More affordable senior care More arts and cultural events More jobs and a healthier economy More parks and recreation opportunities More public transportation services More respect for different cultures and races More safe walking and biking routes Protection from extreme weather (heat, cold, storms)  Other

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Live Well Boone County 2023 Community Health Survey Food 5. In the past 12 months, how often did you worry your food would run out before you got money to buy more? Often Sometimes Never 6. In the past 12 months, how often did the food you bought just didn’t last and you didn’t have money to buy more? Often Sometimes Never 7. About how many servings of fruits and vegetables do you usually eat each day? (a serving is about 1 cup, or roughly the amount that would fit in the palm of your hand) Never Less than 4 servings per day

4 or more servings per day

8. Is there anything that you would like to change about the way you or your family eat? Yes No



Transportation 9. Do you think streets around your community and Boone County are safe for everyone including children, older adults, people with disabilities, people who don’t own a car, people walking, and people biking?

Yes No 10. Do you have consistent transportation?

Yes Skip to Question 13 No

11. If No to Question 10, what stops you from having consistent transportation? Check all that apply.  Cost to buy a vehicle  No bus system Cost of car repairs   Bus stop locations do not work for me  Cost of car insurance  Bus times do not work for me Cost of gas   Bus does not go where I need  No driver’s license   No wheelchair accessible transportation  Cost of taxi, Uber, Lyft  No sidewalks  No taxi, Uber, Lyft  Other 12. If No to Question 10, does lack of transportation stop you from getting to or from any of these? Check all that apply.  Work  Church or place of worship Stores/grocery stores   Restaurants or entertainment Community events   Visiting friends or family  School  Doctor or dental appointments  Child care  None of these Page 4 of 8

13. What types of transportation would you be likely to use if available? Check all that apply.  Personal vehicle  Bus  Taxi, Uber, Lyft  Wheelchair accessible transportation  Carpool  Transportation to medical appointments  None of these  Other

Basic Needs 14. Was there any time in the past 12 months when you were not able to meet your basic needs such as paying for food, housing, or utilities?  Yes  No Skip to Question 17 15. If Yes to Question 14, in the past 12 months, did you do any of the following because you were unable to meet your basic needs? Check all that apply.  Did not go to a doctors appointment  Did not get prescription medication  Got a payday loan Got services to help pay a bill Borrowed money from someone   Did not buy the groceries you needed Skipped meals or ate smaller meals  Skipped paying a bill  Paid a bill late None of these Other  16. If Yes to Question 14, if you paid a bill late or skipped paying a bill, which bill was it? Check all that apply. Rent or mortgage payment Internet bill  Cell phone bill Car insurance  Car payment  Credit card bill  Payday loan  Student loan  Medical bill  None of these  Utility bill Other Child Care 17. Do you need any type of child care? Yes. I need child care but don’t have it Yes. I have child care but it doesn’t meet my needs or budget No. I already have child care skip to Question 20 No. I do not need child care skip to Question 20 18. If Yes to Question 17, if you need child care, what type of child care do you need? Check all that apply. Infant/toddler care Preschool care Before/after-school care Summer care    Nights/weekends care Other                    

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19. If Yes to Question 17, if you need child care, what stops you from getting the child care you need? Check all that apply.  Cost of child care  No openings/no child care providers  Locations do not work for me  No transportation  Days/hours the programs are open do not work for meCare I use is unreliable or inconsistent  Other _________________________ Jobs and Job Training 20. Do you need help with work or a job training program? Check all that apply.  Finding a new job  Job skills training  On-the-job training Earning my Hi-Set (used to be called GED)  Starting a job training program Starting trade school or technical school  Starting college None of these  Other Housing 21. Do you need help with housing? Check all that apply.  Finding a place to live  Lowering my rent or mortgage payment  Paying my utility bill  Building credit to get a home loan  Help with home repairs  None of these  Paying my rent or mortgage  Other

Health

22. Was there a time in the past 12 months when you needed medical care but couldn’t get it?  Yes  No Skip to Question 24 23. If Yes on Question 22, what were the reasons you could not get medical care? Check all that apply.

Cost of health care/doctor visits No insurance Not sure where to go get health care Wait times at the doctor’s office are too long No extended office hours No local support groups Other

 Cost of prescription medications  No transportation  Waitlists are too long to get in to see a doctor  Unable to get off work  No local health care providers  None of these

Page 6 of 8

24. What types of health care do you use? Check all that apply. Myself Medical care  Dental care  Mental health services or therapy  Substance use treatment  Support groups  Peer support services  Do not get health care  Other 

My children        

Other adults at home        

My children

Other adults at home

25. When do you get medical care? 



Regular check-ups When sick/injured In emergencies Do not get medical care



Myself

My children

Other adults at home 



Regular check-ups In emergencies Do not get dental care



26. When do you get dental care?

27. Is there anything else you would like to tell us?

Page 7 of 8

Demographics 28.What is your zip code? 29.How old are you? 30.What is your primary language? 31.Are you a veteran? 32.With which gender do you most identify? Check all that apply 33.With which race or ethnicity do you most identify? Check all that apply. 34.What is the country of your birth? 35.What is your highest level of education?

36.Household income (yearly)

37.How many people in the following age groups are supported by the household income from the previous question? 38.Where is your community?

39.If you live in Columbia, which ward do you live in? 40.What are the most effective ways to communicate information to your household? Check all that apply.

Yes

 No

 Female  Male  Transgender

 Non-binary  Prefer not to answer

 Self-identify

 Black or African

 Asian  Native Hawaiian  Pacific Islander  Native American  Latino

 Middle Eastern or  North African  Something else

American  White  Alaska Native  Hispanic  United States of America  No high school diploma  High school diploma or GED  <$10,000  $10,000-14,999  $15,000-24,999  $25,000-34,999

_______________



Decline to answer

 Other  Some college, no degree  Associate’s degree  $35,000-49,999  $50,000-74,999  $75,000-99,999  $100,000-149,999

 Bachelor’s degree  Graduate or professional degree  $150,000+  Don't know or choose not to answer

Children under 18

Adults 18-64

Adults 65 and older

       

     

Ashland Centralia Columbia Hallsville Ward 1 Ward 2 Ward 3 Face to face (events, meetings)  P ri nt (newspapers, flyers, posters)

Harrisburg Hartsburg Huntsdale McBaine Ward 4 Ward 5 Ward 6 Online (email, website, social  media)  Postal mail Other

Pierpont Rocheport Sturgeon Other Unknown Don’t live in Columbia

Page 8 of 8

Callaway County Housing Needs Assessment Stakeholder Interview Questions Minnesota Housing Partnership & CMCA

All participants were asked a version of the following questions: 1. Share your experience working with housing in Callaway County, including but not limited to participation in the CMCA Housing Taskforce, working with housing in a professional or personal capacity, or otherwise. 2. What are the biggest needs or most significant housing challenges as it relates to the County overall currently? 3. What priorities does your community or organization have related to housing? This may include housing development, preservation, affordability, homelessness, services for those seeking affordable housing, etc. 4. What objectives or strategies is your community or organization pursuing to advance your housing goals? 5. What are your plans to address housing in whichever capacity you serve (if applicable)? 6. What do you see as CMCA's role in addressing housing challenges in Callaway County?

Community Assessment Data Walk Discussion Guide

Welcome! Soon you will be invited to participate in a data walk. Each poster will use data to tell a story about our community and the people who call this community home. As you explore each poster, consider the questions below. Feel free to take notes in the spaces provided. Our goal today is to decide which priorities thatweasacommunity will address. We will hold additional community meetings to develop and implement the plan.

Housing Housing Tenure & Homelessness, Housing Affordability 1. How are we doing? 2.Are different groups of people doing equally well? 3 What data stands out to you the most? . Notes:

Employment Employment & Entrepreneurship, Employment Growth & Barriers to Expansion 1.How are we doing? 2.Are different groups of people doing equally well? 3.What data stands out to you the most? Notes:

Income Poverty Rates, Earned & Living Wage, Income Supports 1.How are we doing? 2.Are different groups of people doing equally well? 3.What data stands out to you the most? Notes:

Community Services Block Grant (CSBG) funding provides 5% of CMCA’s annual budget at $1,193698 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.

Community Assessment Data Walk Discussion Guide

Education: Graduation Rates & Educational Attainment 1.How are we doing? 2.Are different groups of people doing equally well? 3.What data stands out to you the most? Notes:

Health & Nutrition: Food Security, Health Care, Births & Deaths 1.How are we doing? 2.Are different groups of people doing equally well? 3.What data stands out to you the most? Notes:

Social: Transportation & Childcare, Crime Rate & Child Abuse/Neglect 1.How are we doing? 2.Are different groups of people doing equally well? 3.What data stands out to you the most? Notes:

Take a few minutes on your own to reflect on the data you explored and the viewpoints you heard expressed by other participants. What are the top three areas you feel that we as a community should address? Be prepared to discuss these with your small group. 1. 2. 3. Community Services Block Grant (CSBG) funding provides 5% of CMCA’s annual budget at $1,193698 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.

CMCA Partner Survey FY23 Filter Questions: What is the name of your organization? What type of organization do you represent? (The survey tool will automatically send them to the appropriate list of questions below based on this response) a. Community organization, non-profit, or social-service agency b. Educational institution c. Faith-based organization d. Local, county, or state government or elected official e. Private business

Community organizations, non-profits, and social-service agencies: 1. Which counties does your organization serve? (Choose from list) 2. In which counties do you have a physical location where clients can apply for or receive services? a. Address (for mapping purposes) b. Contact info (to be included in resource directory)

3. Please check all that apply for each county in which you have a physical location: a. Open 5 to 7 days a week b. Open 3 or fewer days a week c. Open evening hours/weekends

4. What services does your organization provide? We’ll ask for more specifics in the next question. a. Type of service (housing, employment, application assistance, etc.) b. Columns of county names

5. What types of _____ services do you provide? (Extract from previous) a. Multiple choice with open ended

6. Who is the target population for these services? (Select all that apply) a. General public b. Low-income individuals/families c. Seniors/elderly d. People with disabilities e. People who identify as part of a racial or ethnic minoritized group f. People who speak a language other than English g. Veterans h. People involved with the justice system i. Other specific population ____________________________

7. Are any of these services expected to end within the next 3-5 years, either due to funding or other reasons? 8. Does your organization participate in any partnerships, workgroups, planning teams, or other community initiatives related to any of these? a. Types of service

9. What is the name of the workgroup/community initiative? (Open ended)

CMCA Partner Survey FY23 10. What is the specific goal or focus of this workgroup/community initiative? (Open ended) Educational Institutions: 1. What type of educational institution do you represent? a. K-12 school building or district b. Community college c. Technical school d. College (4 year) or university

2. Do you offer online courses? (For all except K-12 schools) 3. Does your department within your institution participate in any partnerships, workgroups, planning teams, or other community initiatives related to any of these? a. Types of service

4. What is the name of the workgroup/community initiative? (Open ended) 5. What is the specific goal or focus of this workgroup/community initiative? (Open ended)

Faith-Based Organizations: 1. What is your organization’s address? (for mapping purposes) 2. Does your organization offer any of these additional services either to members or to the community? a. Multiple choice with open ended

3. Who is the target population for these services? (Select all that apply) a. Church members b. General public c. Low-income individuals/families d. Seniors/elderly e. People with disabilities f. People who identify as part of a racial or ethnic minoritized group g. People who speak a language other than English h. Veterans i. People involved with the justice system j. Other specific population ____________________________

4. Are any of these services expected to end within the next 3-5 years, either due to funding or other reasons? 5. Does your organization participate in any partnerships, workgroups, planning teams, or other community initiatives related to any of these? a. Types of service

6. What is the name of the workgroup/community initiative? (Open ended) 7. What is the specific goal or focus of this workgroup/community initiative? (Open ended)

100

CMCA Partner Survey FY23 Local/county/state government or elected officials: 1. Does your office partner with local organizations to offer specific resources or services to the community? (Ex: tax preparation class, nutrition class, small business information class, etc.) (Open ended) 2. Who is the target population for these services? (Select all that apply) a. General public b. Low-income individuals/families c. Seniors/elderly d. People with disabilities e. People who identify as part of a racial or ethnic minoritized group f. People who speak a language other than English g. Veterans h. People involved with the justice system i. Other specific population ____________________________

3. Does your office participate in any partnerships, workgroups, planning teams, or other community initiatives related to any of these? a. Types of service

4. What is the name of the workgroup/community initiative? (Open ended) 5. What is the specific goal or focus of this workgroup/community initiative? (Open ended) Private Businesses: 1. What types of services does your business offer? (Open ended) 2. Would you be interested in setting up a date/time where your employees could get help applying for food stamps, rental assistance, utility assistance, childcare assistance, and more, at no cost to you or the employee? 3. Does your business participate in any partnerships, workgroups, planning teams, or other community initiatives related to any of these? a. Types of service 4. What is the name of the workgroup/community initiative? (Open ended) 5. What is the specific goal or focus of this workgroup/community initiative? (Open ended)

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CMCA Member Survey These questions will ask you about your experience with CMCA. CMCA Services 1. What CMCA programs have you been a part of in the past year? (Check all that apply) BRIDGE Resource Coordination Energy Assistance Financial Opportunity Center Foster Grandparents Getting Ahead Head Start/Early Head Start

RSVP SkillUP ShowMe Healthy Relationships Weatherization Women’s Business Center

Health Care Advocate Program Housing Choice Voucher

Other __________________________

2. Do you work with any of these CMCA staff? Coach Caseworker Home Visitor None of these (skip to question 8) 3. How often do you meet with your coach, caseworker, or home visitor to work on your family’s goals? Weekly Monthly Every few months As needed Do not meet with them 4. I feel comfortable sharing my feelings, thoughts, and ideas with my coach/caseworker/home visitor. Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

5. My coach/caseworker/home visitor tells me about other programs and services from CMCA. Strongly agree

Agree

Neutral

Disagree

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Strongly Disagree

CMCA Member Survey 6. My coach/caseworker/home visitor lets me take the lead when we talk about my goals and how I plan to meet those goals.

7. My coach/caseworker/home visitor focuses on my skills and strengths. Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

8. I feel safe going to CMCA offices, buildings, and events. Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

Bad

Very bad

9. How is your overall experience with CMCA? Very good

Good

Okay

10. What can CMCA do better?

11. Anything else you want to tell us?

The next questions will ask you about your family and your community. Background 1. What county do you live in? Audrain Boone Callaway Cole Cooper

Howard Moniteau Osage Other ____________________________

2. What is your zip code? ____________________

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CMCA Member Survey Finances 3. In the past month, did you do any of these because there wasn’t enough money? Check all that apply. Paid a bill late Did not buy groceries you needed Skipped paying a bill Skipped meals or ate smaller meals Got a payday loan Did not get prescription medication Got services to help pay a bill Did not go to a doctor’s appointment Borrowed money from someone Other _______________________ None of these 3a. If you skipped a bill or paid a bill late, which bill was it? Check all that apply. Rent or mortgage payment Cable or television bill Payday loan Utility bill Car payment Credit card bill Cell phone bill Car insurance Student loan Internet bill Medical bill Other ___________ None of these

Health

Myself

My children

Other adults in my home

Myself

My children

Other adults in my home

4. What types of health care do you use? Medical care Dental care Mental health services or therapy Substance use treatment Support groups Peer support services Other ___________________ Do not get health care 4a. When do you get medical care? Regular checkups Only when sick/injured Only in emergencies Do not get medical care 4b. When do you get dental care? Regular checkups Only in emergencies Do not get dental care Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

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CMCA Member Survey 5. Does anything stop you or your family from getting health care? Cost of health care/doctor’s visits Unable to get off work Cost of prescription medications No extended office hours No insurance No local health care providers No transportation No local support groups Not sure where to go to get health care Other ____________________ Waitlists are too long to get in to see a doctor None of these Wait times at the doctor’s office are too long

6. Do you or your family use food banks or food pantries? Yes

6a. What stops you from using food banks or food pantries? I do not need to use food banks or food pantries I don’t know where to find food banks or food pantries The locations do not work for me The days/hours do not work for me No transportation Other ________________ Child Care 7. Do you need any type of child care? No. I do not need child care. No. I already have child care. Yes. I have child care, but it doesn’t meet my needs. Yes. I need child care but don’t have it. 7a. If you need child care, what type of child care do you need? Check all that apply. Infant/toddler care Summer child care Preschool care Night/weekend child care Before/after school care Other _________________ 7b. If you need child care, what stops you from getting the child care you need? Cost of child care No openings/no child care providers Locations do not work for me Days/hours the programs are open do not work for me No transportation Other ________________________

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CMCA Member Survey Transportation

8. Do you have consistent transportation? Yes No 8a. If not, what stops you from having consistent transportation? Check all that apply. Cost to buy a vehicle No bus system Cost of car repairs Bus stop locations do not work for me Cost of car insurance Bus times do not work for me Cost of gas Bus does not go where I need No driver’s license No wheelchair accessible transportation Cost of taxi, Uber, Lyft No sidewalks No taxi, Uber, Lyft Other _______________________ 8b. What types of transportation would you be likely to use if available? Check all that apply. Bus Transportation to medical appointments Taxi, Uber, Lyft Wheelchair accessible transportation Carpool Other _________________________ None of these 9. Does transportation stop you from getting to or from any of these? Check all that apply. Work Church or place of worship Stores/grocery stores Restaurants or entertainment Doctor or dental appointments Visiting friends or family School Community events Child care None of these

Jobs & Job Training 10. Do you need help with work or a job training program? Check all that apply. Finding a new job Starting a job training program Job skills training On the job training Earning my Hi-Set (used to be called GED)

Starting trade school or technical school Starting college Other ___________________ None of these

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CMCA Member Survey Housing

12. Do you need help with housing? Check all that apply. Finding a place to live Help with home repairs Paying my rent or mortgage Building credit to get a home loan Paying my utility bill Other _____________________ Lowering my rent or mortgage payment None of these 13. Which of these best describes where you live now? Single family home Student dorms Apartment Retirement complex Duplex or townhome Assisted living facility Mobile home Living with family or friends RV/Camper Homeless or living in a shelter Other ______________ 14. Which type of housing would you be living in today if you didn’t have to worry about whether you could afford it? For example: large or small single family home, mobile home, duplex, apartment, retirement complex, assisted care, or other housing. Why? ___________________________________________________________________________ ___________________________________________________________________________ 15. What are the biggest HOUSING needs in your community? For example: housing is too expensive, not enough housing, unkept or vacant homes and properties, cost of home repairs or maintenance, homelessness, etc. ________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________

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CMCA Member Survey Community Strengths & Needs 16. What are the greatest strengths of your community? Check your top three. Stable local economy Access to healthy foods Job opportunities Access to child care Job training opportunities Access to health care Good schools Access to mental health care Education options after high school Access to substance use treatment Available transportation options and recovery services Available housing options Access to support groups/peer supports Affordable housing Volunteer opportunities Safe neighborhoods Services for seniors Low crime Services for people with disabilities Local police, fire & rescue services Other ____________________ 17. What would most improve your community? Check your top three. Growing the local economy Better access to healthy foods More or better job opportunities Better access to child care Better job training opportunities Better access to health care Better schools Better access to mental health care More education options after high school Better access to substance use More transportation options treatment & recovery services More housing options More or better services for seniors More affordable housing More services for people with disabilities Fewer empty or abandoned houses/properties groups Better access to support groups & peer An end to homelessness More volunteer opportunities Safer neighborhoods Other ___________________________ Lower crime Other ___________________________ Improved local police, fire & rescue services 18. Does your community need any of these specific services? Transportation options for rides in town Transportation options for rides outside of town A 24/7/365 homeless shelter Mental health resources, programs, and services Recovery support services for substance use and/or disorders

Show Me Strong Communities is a collaborative project led by Central Missouri Community Action. Questions or comments can be directed to data@cmca.us.

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CMCA Member Survey Demographics 19. Please tell us about yourself. Gender: Age:

Male

Female

16 to 24

Other Gender

25 to 64

Choose not to answer

65 or older

Choose not to answer

Race/Ethnicity: American Indian/Alaska Native

Asian

Black/African American

Middle Eastern or North African

Native Hawaiian or Pacific Islander

Two or more races

Hispanic/Latino White

Other ________________

Choose not to answer

How many people are in your household? _______________ What is your household income? Less than $10,000

$25,000-$34,999

$75,000-$99,999

$10,000-$14,999

$35,000-$49,999

$100,000-$149,000

$15,000-$24,999

$50,000-$74,999

Over $150,000

What is your highest level of education? Less than high school diploma

Some college or associate’s degree

High school diploma, GED, or Hi-Set

Bachelor’s degree or higher

Trade/vocational/technical certification

Choose not to answer

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CMCA Employee Opinion Survey FY23 About You 1. What is your gender? Female Male Other Prefer not to answer

2. What is your age category? 16 to 25 26 to 44 45 to 64 65 or older Prefer not to answer

3. What is your race or ethnicity? American Indian or Alaska Native Asian Black/African American Middle Eastern or North African Native Hawaiian or Pacific Islander Two or More Races White Hispanic/Latino Other Prefer not to answer 4. How long have you worked for CMCA? Less than 1 ½ years – Asked question 15 later in survey 1 ½ to 3 years – Skipped question 15 later in survey More than 3 years – Skipped question 15 later in survey 1 110

CMCA Employee Opinion Survey FY23 5. Have you changed positions within CMCA in the past year? Yes – Asked questions 16 and 16a later in survey No – Skipped questions 16 and 16a later in survey 6. Do you manage or supervise staff? Yes – Asked questions 27, 28, and 43 later in survey No – Skipped questions 27, 28, and 43 later in survey Work Duties

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 7. I understand how my work impacts my program’s outcomes and is connected to my program’s regulations. 8. I understand how my work is connected to the agency’s mission and overall impact. 9. I understand why my program has policies & procedures and how these relate to my program’s regulations. 10. Within my program’s guidelines, I have some flexibility (ex: organizing my tasks, creating my own lesson plans, decorating my desk/office, organizing my files, etc.). 10a. Can you tell us more about that? 11. I have power to make decisions in my role. 11a. Can you tell us more about that? 12. I use data to make decisions in my role. 13. My program is effective. 13a. Can you tell us more about your program’s effectiveness? 14. Is there anything else you want to tell us about your work duties? Training & Professional Growth

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) (If employed less than 1 ½ years) 15. When I was hired, the info I received during the HR New Hire Orientation was communicated clearly and was easy to understand. 2 111

CMCA Employee Opinion Survey FY23 16. My 90-day orientation period to my current position suitably prepared me. (If employed less than 1 ½ years or recently changed to a new position) 16a. Can you tell us more about that? What ideas do you have to help us improve?

(If employed less than 1 ½ years or recently changed to a new position) 17. I have access to the training, resources & tools I need to be successful in my role.

17a. What training, resources, or tools were lacking? (If disagree or strongly disagree above) 18. What professional development or resources do we need to support CMCA’s commitment to diversity, equity, and inclusion? 19. What other training or learning opportunities would you like to see added? Supervisors/Managers (Managers/supervisors only)

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 20. My supervisor and I consistently communicate. 21. My supervisor lets me know when I do well. 22. My supervisor keeps me informed of program updates and the reasons behind them. 23. My supervisor gives me effective and constructive feedback, even when critical. 23a. Can you tell us more about that? 24. My supervisor values my opinions and ideas, even if they are not always implemented. 24a. Can you tell us more about that? 25. I feel comfortable bringing my concerns and emotional responses to my supervisor. 25a. Can you tell us more about that? 26. I use my chain-of-command when I need support beyond what my supervisor has provided. 27. What additional support or resources do you need as a manager or supervisor?

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CMCA Employee Opinion Survey FY23 28. What is the most frustrating staff trend that you see? What ideas do you have to

help this improve? (Managers/supervisors only) 29. Do you have any ideas to improve your program’s operations/services? 30. Anything else you want to tell us about supervision & management? Employee Wellness

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 31. The physical building where I work is safe. 31a. Can you tell us more about that? 32. As an agency, CMCA supports my overall health & wellness. 32a. Can you tell us more about that? 33. My supervisor supports my overall health & wellness. 33a. Can you tell us more about that? 34. CMCA encourages & supports self-care. 35. I have sufficient flexibility to meet my personal/family needs. 36. Is there anything else you want to tell us about employee wellness? Data & Decision-Making

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 37. The right amount of data is being collected and used. 38. Data is used to drive program decisions and direction. 39. Data is used to drive agency decisions and direction. 40. Data is used to direct steps for employee well-being and satisfaction. 41. CMCA members have a voice in agency decisions and direction. 42. CMCA members have a voice in program decisions and direction. 43. My input as a manager is given weight when it comes to decision-making.

(Managers only) 44. Is there anything else you want to tell us about data & decision-making?

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CMCA Employee Opinion Survey FY23 Communication & Teamwork

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 45. I can count on my co-workers to be responsible and do their job well. 46. Staff at my assigned location work well together as a team. 47. I can count on my co-workers and supervisors to behave professionally and ethnically in work situations. 48. I am able to express my ideas and opinions in meetings and with co-workers. 49. Is there anything else you want to tell us about communication & teamwork? Agency Climate

(Rating scale grid: Yes, Somewhat, No, N/A) 50. I have the support I need from: Accounting IT HR Research & Data PR & Marketing 50a. Can you tell us more about this?

(Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 51. The agency emphasizes shared accountability and responsibility across all levels of the agency. 52. The agency promotes a model of doing things “with” rather than “to” or “for” members. 53. Agency leadership (program directors, leadership team, board of directors) has my best interest and the interest of our members in mind. 53a. Can you tell us more about that? 54. CMCA is effective at making individual and family-level change for adults. 55. CMCA is effective at making individual and family-level change for children. 56. CMCA is effective at making community-level change. 57. CMCA is a good place to work. 58. I would refer family or friends to apply for a position with CMCA. 5 114

CMCA Employee Opinion Survey FY23 59. Is there anything else you want to tell us about our agency’s climate? Closing 60. I would like someone to follow up with me on my responses. (If so, you will be asked for your name. It will only be shared with the person following up with you.) Yes, my direct supervisor should follow up. Yes, the person above my direct supervisor should follow up. Yes, my program director should follow up. Yes, HR should follow up. No, I do not want anyone to follow up with me.

61. What is your name? (If indicated a desire for follow-up above)

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CMCA Board of Directors Survey FY23 Background 1. How long have you been on the Board? Less than 1 year One to two years Two to three years Three to five years Five years or more 2. During your tenure as a Board Member, how have you been involved? (Check all that apply.) Financially supported CMCA Recruited or recommended new Board members Assisted in fundraising activities Other 3. Why did you initially join this Board? (Select up to three options) To provide governance oversight to the organization To provide input on organizational strategy To provide technical expertise (i.e., programmatic, legal, financial, fundraising, other) to support CMCA’s work Because of a deep commitment to CMCA’s mission Personal relationship with current or former leadership at CMCA To provide financial support for CMCA For professional networking opportunities For social opportunities Other

4. Are you a member of CMCA’s Fiscal Committee or Executive Committee? Yes No

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CMCA Board of Directors Survey FY23 Board Effectiveness Please indicate your level of agreement with the following statements: (Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 5. The Board is sufficiently engaged to effectively govern the organization. 6. The Board is effective in setting the organization’s overall strategic direction. 7. The Board is effective in providing CMCA with financial management and oversight. 8. The Board provides sufficient legal oversight. 9. The Board ensures DEI (diversity, equity & inclusion) principles are applied to the organization’s work. 10. The Board ensures trauma-informed principles are applied to the organization’s work. 11. The Board, or Executive Committee of the Board, regularly performs a performance assessment of the Executive Director. 12. I am sufficiently informed about CMCA’s progress and accomplishments (e.g. agency and programmatic outcome data, success stories, fundraising events). 13. I frequently participate in CMCA’s programs or support staff in celebrating it’s accomplishments (e.g. attending events, participating in planning/evaluation processes, sharing information with the community). 14. The strategies CMCA is currently pursing enable it to achieve its current mission. 15. I have a clear understanding of how to articulate CMCA’s vision, mission, and strategic priorities. 16. I clearly understand the unique role we play in the community alongside others. 17. Do you have any other comments you wish to share about the Board’s effectiveness? Board Roles, Composition and Structure Please indicate your level of agreement with the following statements: (Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 18. The current composition of the CMCA Board is appropriate to meet the organization’s needs (i.e., appropriate skill sets, diversity of age, gender, race, ethnicity, backgrounds, experience with nonprofits). 19. The size of CMCA’s Board enables it to effectively govern the organization. 20. CMCA’s Board represents the diversity of the communities and members it serves. 21. CMCA Board Members’ skills and expertise are well-utilized. 22. CMCA Board Members are clear about their roles and responsibilities. 23. The CMCA Board has an effective process to identify and recruit new members. 24. All CMCA Board Members are involved and engaged in the identification and recruitment of new members.

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CMCA Board of Directors Survey FY23 25. The CMCA Board introduces new Board Members to other Members so they can become well acquainted with others on the board and with board processes (e.g., buddies, mentors). 26. The CMCA Board provides its new Members with an orientation that adequately prepares them for their governance duties. 27. The CMCA Board effectively identifies and prepares its members for leadership positions. 28. The CMCA Board is structured in a way that enables it to govern the organization effectively and efficiently. 29. Please share any comments you have about the CMCA Board’s composition and Member’s responsibilities. Board Operations Please indicate your level of agreement with the following statements: (Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 30. Board meetings are well-planned and efficient. 31. Board meeting materials help me prepare for and participate in discussions. 32. In-person board meetings are substantive and provide opportunities for meaningful conversation. 33. Virtual board meetings are substantive and provide opportunities for meaningful conversation. 34. The Board meeting structure allows for virtual and in-person meetings as needed. 35. The Board meeting agenda allows for full participation. 36. The frequency of Board meetings is appropriate. 37. The length of Board meetings is appropriate for us to have meaningful conversations. 38. CMCA should have and adhere to term limits. 39. The current terms for Board Members are appropriate. 40. The Board Chair is easily accessible. 41. The Board Chair is responsive to my needs and suggestions. 42. CMCA’s Board committees are fully engaged and effective. 43. The number of CMCA Board committees enables it to effectively govern the organization. 44. Please share any comments you have about the CMCA Board’s operations.

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CMCA Board of Directors Survey FY23 Board Decision-Making Please indicate your level of agreement with the following statements: (Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 45. The amount and substance of information Board Members receive enables to effectively govern the organization. 46. CMCA’s bylaws are written in a way that maximizes the Board’s and the organization’s success. 47. CMCA staff sufficiently keeps the Board informed of emergent issues. 48. CMCA Board Members actively incorporate values of diversity, equity, and inclusion into decision-making. 49. The Board’s organizational decision-making processes are transparent and clear. 50. Before organizational decisions are made, Board Members have ample time for questions and discussion. 51. Please share any comments you have about the CMCA Board’s decision-making process. Board Strategy & Impact Please indicate your level of agreement with the following statements: (Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 52. CMCA Board and staff members have organizational and content knowledge about issues related to poverty. 53. Board Members understand the needs of members related to CMCA’s mission. 54. CMCA’s Board ensures the organization proactively seeks input from communities affected by poverty. 55. CMCA’s Board leadership’s decisions are data-driven (informed by impact evaluation data, community needs assessments, and/or the professional experience of staff members). 56. CMCA’s Board has a clear understanding of whether and how it has made significant improvements in member’s lives. 57. CMCA’s data efforts enable its Board and staff to know how the organization’s work is moving it closer to mission achievement.

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CMCA Board of Directors Survey FY23 58. CMCA’s members are actively recruited to provide input and feedback on the organization’s strategic plan. 59. Please share any comments you have about the CMCA Board’s strategic approach and impact. Board Satisfaction & Responsibilities Please indicate your level of agreement with the following statements:

(Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 60. I understand what is expected of me as a Board Member. 61. I always feel valued and respected by CMCA staff. 62. I always feel valued and respected by CMCA Board Members. 63. I have sufficient opportunities to participate and provide input in planning and decisionmaking. 64. My overall workload and time commitment are appropriate. 65. I am generally satisfied with my experience serving on the CMCA Board. 66. I ensure that trauma-informed principles are brought into the conversation early and often. 67. I strike a balance between speaking up and stepping back and letting others lead during Board meetings. 68. I frequently find ways to incorporate a DEI lens and DEI values into planning processes and decision-making. 69. I have the appropriate amount of access to the CEO. Self-Assessment Please indicate your level of agreement with the following statements:

(Scale: Strongly agree, agree, neutral, disagree, strongly disagree, unable to rate) 70. My level of performance as a Board Member has been excellent. 71. I am an active participant in meetings (consistent and excellent attendance, a regular meeting contributor). 72. I consider CMCA to be one of my priorities when making personal gift-giving decisions. 73. I am comfortable acting as an ambassador to the community on behalf of CMCA. 74. Please share any comments you have related to your satisfaction with your Board Member roles and responsibilities.

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CMCA Board of Directors Survey FY23 Board Expertise 75. What, if any, additional attributes, skills, and relationships are needed on the CMCA Board? 76. What, if any, additional training would you find beneficial in your role as a Board Member? 77. Is there anything else you’d like to share about your experience as a CMCA Board Member, and/or your thoughts on how the CMCA Board might enhance its performance?

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Appendix Data Sources

1. Clear Impact (2022). Results Based Accountability, based on Trying Hard is Not Good Enough by Mark Friedman. 2. U.S. Department of Health and Human Services (2023). Federal Economic Stimulus Projected to Cut Poverty in 2021, Though Poverty May Rise as Benefits Expire (2022). Accessed via https://aspe.hhs.gov/sites/default/files/documents/933c9331261f81152b2c3d8b135 6630e/poverty-projections-2021-2022-rb.pdf 3. U.S. Census Bureau. (2022). 2020: ACS 5Year Estimates Subject Tables, Table S1701. 4. U.S. Census Bureau. (2022). SAIPE State and County Estimates for 2020. 5. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Data Profiles, Table DP02. 6. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Data Profiles, Table DP05. 7. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Subject Tables, Table S1601. 8. Imputed from U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Subject Tables, Table S2101. 9. National Center for Education Statistics (2022).U.S. PIAAC Skills Map: State and County Indicators of Adult Literacy and Numeracy 10. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Subject Tables, Table S1501. 11. Missouri Department of Elementary and Secondary Education, Missouri Comprehensive Data System. (2022). District Adjusted Cohort Graduation Rates, 2022. 12. Missouri Department of Elementary and Secondary Education, Missouri Comprehensive Data System. (2022). District Proportional Attendance Rate, 2022. 13. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Subject Tables, Table S1401. 14. Missouri Department of Elementary and Secondary Education, Missouri Comprehensive Data System. (2022). Special Education Data Summaries, Part C (First Steps) Child Count by Year, 2021. 15. Missouri Department of Elementary and Secondary Education, Missouri Comprehensive Data System. (2022). Special Education Data Summaries, Child Count by County, 2022.

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Appendix Data Sources

16. U.S. Census Bureau. (2022). 2021: American Community Survey 5-Year Estimates Subject Tables, Table S2301. Counts imputed. 17. U.S. Census Bureau. (2022). 2021: ACS 5-Year Estimates Detail Tables, Table B08301. 18. U.S. Bureau of Labor Statistics. (2022). Local Area Unemployment Statistics, Annual Average County Data, Labor force data by county, 2021 annual averages. 19. Missouri Economic Information & Research Center. (2022). Short-term and long-term Occupational Projections, Central. 20. Missouri Economic Information & Research Center. (2022). Long-term Industry Projections, Central. 21. U.S. Census Bureau. (2022). Business Applications by County. 22. U.S. Census Bureau. (2022). 2021: ACS 5Year Estimates Subject Tables, Table S1903. 23. Imputed from U.S. Bureau of Labor Statistics. (2022). Local Area Unemployment Statistics, Annual Average County Data, Labor force data by county, 2013-2021 annual averages. Accessed through Missouri Economic Research & Information Center, Data Request. 24. Missouri Economic Research & Information Center. (2022). Cost of Living Data Series, 2022 Quarter 3. 25. Glasmeier, Amy K. Living Wage Calculator. 2022. Massachusetts Institute of Technology. 26. Missouri Department of Social Services (2022). Missouri Family Support Division Annual Report, FY2021. 27. Missouri Department of Social Services (2022). Quick Facts about Department of Social Services in Missouri, by County, SFY-2021. 28. U.S. Census Bureau. (2022). 2021: ACS 5-Year Estimates Data Profiles, Table DP04. 29. U.S. Census Bureau. (2023). 2021: ACS 5-Year Estimates Detailed Tables, Table B25003, B-I. 30. U.S. Dept. of Housing and Urban Development, Office of Policy Development and Research. (2022). FY 2023 Final Fair Market Rents Documentation System. 31. U.S. Energy Information Administration. (2022).2021 Electric Sales, Revenue and Average Price, Table 5.a. 32. U.S. Census Bureau. (2022). Building Permits Survey Time Series and Table Tool. Source geography: County. 33. Housing & Urban Development, Office of Policy Development & Research. (2022). Assisted Housing: National & Local, Picture of Subsidized Households, 2021 estimates from 2010 Census. 34. RKG Associates. 2022. Jefferson City Housing Study Final Report. 35. National Low Income Housing Database. (2023).

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Appendix Data Sources

36. CoStar Group. (2023). 37. Eviction Lab. (2022). Eviction Map & Data by County, 2018. 38. Missouri Balance of State Continuum of Care. (2022). Point in Time Count, Region 5. 39. U.S. Census Bureau. (2021). Model-Based SAHIE Estimates for Counties and States: 2020. 40. Missouri Department of Social Services. (2021). MOHealthNet Children's Health Insurance and Show Me Healthy Babies Annual Report, Appendices, December 2021. 41. Centers for Medicare & Medicaid Services. (2022). Medicare Geographic Variation. Source geography: County. 42. US Department of Health & Human Services, Health Resources and Services Administration, HRSA - Area Health Resource File. 2022. Source geography: County 43. Centers for Medicare and Medicaid Services, CMS - National Plan and Provider Enumeration System (NPPES). November 2022. Source geography: Address. Accessed through University of Missouri Extension Office. (2022). All Things Missouri, Health and Safety Report. 44. Missouri Department of Mental Health, Division of Behavioral Health. (2022). 2022 Status Report on Missouri's Substance Use and Mental Health--28th Edition. 45. Missouri Department of Health and Senior Services. (2022). Birth MICA, 2013-2020. 46. Missouri Department of Health and Senior Services. (2022). Missouri Resident Death Leading Causes Profile, 2009-2019. 47. US Department of Agriculture, Economic Research Service, USDA - Food Access Research Atlas. 2019. Source geography: Tract.Accessed through University of Missouri Extension Office, All Things Missouri, Agriculture and Environment Report. 48. Feeding America. (2022). Map the Meal Gap, 2020. 49. Children in DSS custody Missouri Department of Social Services (2022). Missouri Children's Division Annual Report Fiscal Year 2021. 50.The Food Bank of Central & Northeast Missouri. (2022). 2021 Accomplishments Report. 51. Missouri Department of Health and Senior Services. (2022). WIC Infant, Child, and Prenatal MICA, 2013-2020. 52. Missouri State Highway Patrol Criminal Justice Information Services. (2022). Uniform Crime Reporting System, Crime in Missouri - Data Tables & Reports, SRS Crime Rates by County. 53. Missouri State Highway Patrol Statistical Analysis Center. (2022). Uniform Crime Reporting Website, 2021 Domestic Violence Totals by County. 54. Missouri Department of Mental Health. (2023).Missouri Agency Dat/Data for DMH Status Report, 2013-2021. 55. Social Associations. County Health Rankings & Roadmaps. (n.d.).

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Appendix Data Sources

56. U.S. Census Bureau. (2022). 2021: ACS 5-Year Estimates Subject Tables, Table S2504. 57. Missouri Secretary of State. (2022). Registered Voters in Missouri, 2020. 58. U.S. Census Bureau. (2022). 2021: ACS 5Year Estimates Data Profiles, Table DP03. 59. Licensed child care programs, cost Child Care Aware of Missouri (2023). Missouri County Supply Reports.

Community Services Block Grant (CSBG) funding provides approximately 5% of CMCA’s annual budget at $1,112,571.00. This project is partially funded with these federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services.

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