Ohio State Troopers' Association

Nonprofit profile at a glance

EIN
311453938
IRS 990 coverage
2010–2025
Forms available
Form 990 2025
Location
Gahanna, OH, USA
Phone
6147817686
Rating
62
Verdict
SUPPORTED
Rating confidence
Moderate

Official website

Reported finances

Revenue
$1,125,471
Expenses
$1,212,142
Assets
$449,920
Liabilities
$55,816

Source: IRS Form 990. Selected filing: tax year 2025. Amounts in USD.

Leadership & pay

5 people listed

Executive titles in this filing

  • KARI ROOT (PRESIDENT)

People named in this filing

  • DENNIS GORSKI (CHAIRMAN)
  • BRETT HANNUM (TREASURER)
  • SARA MORGAN (SECRETARY)

Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.

Source: IRS Form 990. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

1.to bargain collectively with the employer, while designated as the duly-elected or certified employee organization representing the troopers, sergeants, dispatchers, communication and electronic technicians, concerning conditions of their employment, compensation, hours, working conditions, and other aspects of their employment pursuant to chapter 4117 of the Ohio revised code; 2.to organize and maintain an organ of representation for the members of the association; 3.to maintain an avenue of direct communication between the members of the association and the superintendent of the highway patrol, the director of the department of public safety, the civil service commission, and the office of collective bargaining, and any other agency within the state of Ohio. 4.to secure and insure the rightful respect for the individual dignity of every member of the association and every law enforcement officer in the highway patrol. 5.to promote a spirit among members of the association of cooper

What it reported doing in 2025

1.to bargain collectively with the employer, while designated as the duly- elected or certified employee organization representing the troopers, sergeants, dispatchers, communication and electronic technicians, concerning conditions of their employment, compensation, hours, working conditions, and other aspects of their employment pursuant to chapter 4117 of the Ohio revised code; 2.to organize and maintain an organization of representation for the members of the association; 3.to maintain an avenue of direct communication between the members of the association and the superintendent of the highway patrol, the director of the department of public safety, the civil service commission, and the office of collective bargaining, and any other agency within the state of Ohio. 4.to secure and insure the rightful respect for the individual dignity of every member of the association and every law enforcement officer in the highway patrol. 5.to promote a spirit among members of the association of cooperation and fellowship. 6.to develop a high regard for the vocations of the Ohio state highway patrol. 7.to gather, receive and disseminate such information concerning law enforcement service and other employment standards as may be helpful to the membership in the pursuit of their calling; 8.to give cooperation to, and arrange unified action with the administrative heads of state agencies and departments for the greater good of the citizens of Ohio, the department of public safety, the Ohio state highway patrol and the members of the association. 9.to develop pride and morale in the membership and department so that the image projected by our members to the people we serve is an honest picture of dedicated law enforcement professionals exemplifying the best in all standards of the law enforcement profession. 10.receive, manage, invest, expend, and otherwise use moneys and property of this organization to achieve the objectives set forth in these by-laws, as well as all other rights and privileges set forth for corporations as set forth in the Ohio revised code. 11.furnish services to all individuals, groups or bodies as required to further the aims and purposes of the association.

Operating model

Revenue model
Earned-program. 93% of the money available for current operations came from fees and other program revenue.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

SUPPORTED - The filed numbers largely add up and most voting board members are independent. A relatively small share of available resources goes toward mission work and a relatively small share of total spending goes to programs.

Rating breakdown

  • Financial Efficiency: 39
  • Transparency & Controls: 90
  • Accountability: 76
  • Sustainability: 26
  • Growth: 60

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 44.5%; rating input score 45
  • Program expense ratio: 41.3%; rating input score 41
  • Fundraising efficiency: Limited

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: Limited
  • Major donor itemization: Limited
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
  • Governance controls: 3 of 7 controls in place; rating input score 43
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Fail
    • Document-retention policy: Fail
    • CEO compensation review process: NotApplicable
    • Other executive compensation review process: NotApplicable
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Missing
    • Independent financial-statement audit: Fail

Sustainability

  • Operating margin: -7.7%; rating input score 15; 15th percentile among comparable filings
  • Total-asset coverage ratio: 0.37; rating input score 19; 19th percentile among comparable filings
  • Liabilities to assets ratio: 0.12; rating input score 32; 32nd percentile among comparable filings
  • Officer compensation ratio: 0%; rating input score 78; 78th percentile among comparable filings

Growth

  • Program expense growth: -10% per year; rating input score 0; 5th percentile among comparable filings
  • Revenue growth: 0.8% per year; rating input score 100; 14th percentile among comparable filings
  • Asset growth: 0.7% per year; rating input score 100; 18th percentile among comparable filings

Details

  • Where the money goes: 44.5% of revenue deployed · 41.3% of spending went to programs
  • Governance: 40 of 40 board members independent · 3 of 7 filing controls reported
  • Programs: 2 filed program accomplishments · $501K in reported program spending
  • Leadership: top reported pay $0 · 5 people listed
  • Consistency: 25 of 25 current checks pass
  • Schedules: 2 filed schedules
  • Filing history: 16 filing years from 2010 to 2025
  • Contacts: How to reach this organization
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.
  • Staff and benefit plans: Retirement and health plans the organization files with the Department of Labor, and the people in them.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • Moderate — Financial Efficiency: Mission deployment rate scored 45/100.
  • Moderate — Financial Efficiency: Program expense ratio scored 41/100.
  • Moderate — Accountability: Governance controls: 3 of 6 not reported.
  • High — Growth: Program expense growth scored 0/100.
  • High — Sustainability: Operating margin scored 15/100.
  • High — Sustainability: Total-asset coverage ratio scored 19/100.
  • Moderate — Sustainability: Liabilities to assets ratio scored 32/100.