Ad Hoc Group Against Crime

What it reported doing in 2024

This year AdHoc has provided mental health services to 104 individuals with over 800 sessions. AdHoc holds healthy relationship classes and family support group meetings at its offices. Over 29 people participated in healthy relationship classes in 2024. In keeping with our mission, in 2024, AdHoc set out to serve 300 new families who have been victimized by homicides and violent assaults through individual counseling, crisis intervention and case management. We provided direct assistance to 51 households needing emergency relocation. 239 people received much needed case management and crisis support services. As of December 2024, approximately 576 people received services that range from employment readiness, counseling, cognitive behavioral intervention, case management, and healthy relationships classes. In July of 2024, AdHoc in partnership with Wyandotte County District Attorney's office launched The LETS RAPP (Lessing Effects of Trauma, Strengthening Resources, Assistance, Prevention, Partnership) program in Wyandotte County. LETS RAPP is a comprehensive initiative aimed at addressing the pressing issue of gun violence through a holistic, community-driven approach. By focusing on trauma-informed care, resource mobilization, and collaborative partnerships, the program seeks to create lasting change and improve the well-being of vulnerable residents. The launch of the program was a milestone achievement for AdHoc and Wyandotte County, KS. For AdHoc, we officially expanded our services to include minor home repair, crisis case management and counseling for victims of violent crime. The program also strengthens local partnerships with law enforcement and local businesses. We also respond to the University of Kansas Health System, through a collaborative program called REVIVE. REVIVE (Reducing the Effects of Violence through Intervention and Victim Empowerment) is a program where youth admitted to the ER due to violence-related injuries are connected with our program. We then work with other community members to provide a network of support. Hospitalization offers a unique window of opportunity for intervention. The time when a violently injured young person is lying alone, vulnerable, and scared in a hospital bed is a pivotal moment in which intervention has the greatest chance of succeeding. In addition to providing a setting for meeting with the patient along with their family and friends to "squash" any plans for retaliation, it is an optimal time to initiate a treatment plan, which includes integrated care involving a range of disciplines over time and across medical and community settings. This year we reached 100% participation rates and connection with those referred. The winter of 2023, we launched our "Open for Justice" series on YouTube. The series brings attention to unsolved homicides and missing persons cases that have gone unsolved. The goal is to give families a platform to call for justice and to bring additional attention to their cases. The platform increased our online social media presence, provided families with a resource to continue to raise awareness of their loved one's case, and provided law enforcement with another avenue to communicate with the public. This effort also helped the agency increase its communication and continuity on social media by 150%. Jackson County, along with the rest of the nation, is experiencing an influx of ex-offenders re-entering society after years of incarceration. A common fear is that those returning to society from incarceration will exhibit violent behaviors in the communities to which they return. Several studies show that interventions meant to teach new coping behaviors to returning citizens can be very successful in reducing these violent reactions. The Thinking for a Change program is designed as a cognitive behavioral intervention for individuals involved with criminal and juvenile justice systems. AdHoc's trained group facilitators are making great strides in

Financial Efficiency

• Mission deployment rate: 38.7%; rating input score 39
• Program expense ratio: 56.4%; rating input score 56
• Fundraising efficiency: $10.27 raised per $1 spent on fundraising; rating input score 39; 39th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 76th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 8 of 8 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 37.1%; rating input score 88; 88th percentile among comparable filings
• Total-asset coverage ratio: 3.34; rating input score 77; 77th percentile among comparable filings
• Liabilities to assets ratio: 0.01; rating input score 69; 69th percentile among comparable filings
• Officer compensation ratio: 13.5%; rating input score 27; 27th percentile among comparable filings

Growth

• Program expense growth: 8.6% per year; rating input score 100; 58th percentile among comparable filings
• Revenue growth: 18.5% per year; rating input score 100; 84th percentile among comparable filings
• Asset growth: 30.8% per year; rating input score 100; 91st percentile among comparable filings