Community Partnership of the Ozarks Inc

What it reported doing in 2024

Our community and neighborhood development division (cndd) builds resilient children, healthy families, and strong neighborhoods through collaboration, engagement, and partnerships that identify and facilitate community-based strategies to address the needs of children and families. Caring communities promotes student achievement through mentoring, afterschool club support, skill building groups, social/emotional learning opportunities and education, crisis intervention, and case management with families. The initiative provides support to neighborhood associations and neighborhood cleanups, facilitates the laverne schell springfield tool library, helps to address chronic nuisance properties, and facilitates neighborhood training and education. Caring communities provides mentoring through programs including bulldog basketball academy, mentor sgf, after school clubs, one-on one mentoring, brother 2 brother (saab), and sisters 2 sisters. Mentor sgf served 1,624 students by helping them build self-awareness, confidence, and resilience through our mentoring programs. We provided services at 19 springfield public school sites, boys & girls club units, and springfield dream center. Bulldog basketball academy is a mentoring program that prepares students for success in school, and life as an adult, while providing quality basketball training. In fy25, bulldog basketball academy served 374 students at 12 different locations. We offered 124 individual engagement opportunities through bulldog basketball. After-school clubs served 664 students by providing them with extracurricular activities to give the students a safe, productive space to grow and connect after school. 415 students took part in small group and one-on-one mentoring to promote healthy habits and the building of a unique and impactful set of skills. We worked with brother 2 brother and sisters 2 sisters and provided support to 12 chapters across 9 schools equipping them with the skills and mindset necessary to find success throughout each next step in life. Through our school-based social work program, we assisted students and families with crisis intervention and connection to resources. We served 830 individuals and provided case management services to 107 families. We helped 107 families that were facing a crisis. In most cases, the families would start on our caseload due to a crisis, but then we would continue with case management services until we felt the family was stabilized. The biggest aspect of case management support for the school-based social work team continues to be connecting students and families to resources, especially utilities and rent assistance. Our neighborhood clean-up program experienced another successful year. 151 tons of trash was taken to the landfill, 28 tons of scrap metal was recycled, 79 waste and 25 yard waste dumpsters were filled, and 1,643 households were served. Additionally, with grant funding from the ozarks headwaters recycling and materials management district, we offered free recycling of 849 tvs and computers. Our neighborhood clean ups were supported by 260 volunteers who gave 996.25 hours of their time. The laverne schell tool library served 87 members and processed 154 tool loans providing tool rentals to help people maintain their homes and work on projects. Nourish the ozarks ended in 2025 due to funding cuts. This program empowered farmers and enriched communities by distributing free, locally grown food to communities in need across 17 counties in southern Missouri. The counties that we served are some of the most food insecure counties across the state. We served 48,703 people through 720 different distributions. We purchased 72,423 pounds of fresh local produce, 5,727 pounds of meat, and 918 dozen eggs all from local farms. The greater springfield area crime stoppers program encourages members of the community to assist local law enforcement agencies in the fight against crime by overcoming the two key elements that

Financial Efficiency

• Mission deployment rate: 80.7%; rating input score 81
• Program expense ratio: 92.1%; rating input score 92
• Fundraising efficiency: $57.75 raised per $1 spent on fundraising; rating input score 78; 78th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 83.3%; rating input score 83; 17th percentile among comparable filings
• Governance controls: 9 of 9 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: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 12.6%; rating input score 72; 72nd percentile among comparable filings
• Total-asset coverage ratio: 0.86; rating input score 31; 31st percentile among comparable filings
• Liabilities to assets ratio: 0.19; rating input score 60; 60th percentile among comparable filings
• Officer compensation ratio: 2.6%; rating input score 71; 71st percentile among comparable filings

Growth

• Program expense growth: 4.4% per year; rating input score 100; 37th percentile among comparable filings
• Revenue growth: 7.1% per year; rating input score 100; 60th percentile among comparable filings
• Asset growth: 6.4% per year; rating input score 100; 45th percentile among comparable filings