Community Needs Assessment 2026

2026

COMMUNITY NEEDS ASSESSMENT

Table of

Contents

01 02 03 04 05 06

About Us: Mission and Vision

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From the Executive Director Board of Directors Theory of Change Executive Summary

Executive Summary

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Results Based Accountability Community Needs & Root Causes

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

Poverty Profile

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37

Poverty Demographics

Detailed Findings

44

Education Employment Income Housing Health Multiple Domains

Appendix

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Surveys Data Walk Discussion Guide Data Sources

CMCA’s 2026 Community Needs Assessment can be found online at www.cmca.us. Navigate to About Us in the toolbar at the top of the page. From the dropdown menu select What Drives Us and select Community Needs 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.

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Central Missouri Community Action

From the Executive Director

One of the things that inspires me most about Central Missouri Community Action is our commitment to learning, adapting, and growing alongside the communities we serve. Community needs are never static, and neither is our work. Every three years, we conduct a comprehensive Community Needs Assessment to challenge our assumptions, deepen our understanding, and ensure that our efforts remain focused on the issues that matter most.

This assessment is built on more than data alone. We combine the latest demographic and economic information with surveys, interviews, and

conversations involving the people we serve, business leaders, elected officials, faith communities, partner organizations, and other community stakeholders. Most importantly, we listen. We recognize that the people experiencing challenges every day are also essential partners in identifying opportunities and shaping solutions.

This assessment also marks an important step forward in how we engage our communities.

As described in the Methodology section, we have embraced Results Based Accountability, a framework that moves beyond documenting needs to engaging community members in defining measurable outcomes and developing practical solutions together. This collaborative approach reflects a core belief of Community Action: lasting change happens when communities work together to build on their strengths and address barriers to opportunity.

The information contained in this report serves as a guide for CMCA's Board of Directors, Leadership Team, staff, partners, and community leaders as we make decisions about programs, partnerships, and strategic priorities. Over the years, our Community Needs Assessments have helped shape the evolution of our organization. Since our last assessment, we have refined our mission to better reflect both the Promise of Community Action and our Theory of Change. We have strengthened our commitment to datainformed decision-making, adopted a comprehensive self-sufficiency framework to better understand family stability, and refined our Whole Family approach.

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Central Missouri Community Action

These efforts have led to the continued growth of initiatives such as our Financial Opportunity Center, workforce development, housing development, and other strategies designed to help individuals and families build lasting economic mobility and resilience.

This report is more than a snapshot of community needs.

It is a call to action. As you read the pages that follow, I encourage you to consider not only the data, but also the stories, strengths, and opportunities they represent.

Together, we can continue building relationships that empower people, strengthen resilience, and improve quality of life for all members of our communities.

The Promise of Community Action reminds us that Community Action changes people's lives, embodies the spirit of hope, improves communities, and helps people achieve greater opportunity. This assessment provides the roadmap for how we will continue fulfilling that promise—working alongside our neighbors, listening to their voices, and building stronger communities together.

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Central Missouri Community Action

Board of Directors From the Board President

Stephanie Schmidt Audrain Private Sector

Term Began: Oct. 2020 As Board President of Central Missouri Community Action, I am honored to serve alongside dedicated board members, staff, volunteers, partners, and community members who share a common commitment to strengthening our communities and expanding opportunities for everyone. Our 2026 Community Assessment reaffirmed what many of us see every day.

Hundreds of residents, partners, and stakeholders participating in our Results-Based Accountability process identified housing, employment, health, and income stability as the most pressing challenges facing individuals and families throughout the communities we serve.

These findings reinforce both the importance of CMCA's work and the responsibility we share to listen, respond, and lead.Throughout my tenure as Board President, I have been especially proud of the progress we have made to expand safe, affordable housing while advancing the priorities established in our Strategic Plan. At the same time, we continue to invest in employment opportunities, income supports, health initiatives, and organizational excellence because lasting change requires a comprehensive approach that addresses the many factors influencing a person's ability to thrive.

While we celebrate meaningful accomplishments, we also recognize that our work is far from finished. Poverty continues to affect the health, stability, and future of individuals, families, and entire communities. As the governing board, we remain committed to ensuring that CMCA is a trusted steward of its resources, responsive to community needs, and focused on achieving measurable results.

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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

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CMCA BOARD OF DIRECTORS 2026 Members

John Flanders Vice-President

Ruby Young Secretary

Howard- Private Sector

Cole- Low-Income Sector

Term Began: Oct. 2021

Term Began: Oct. 2020

Phillip Iman Treasurer Audrain- Low-Income Sector Term Began: Oct. 2022

Elizabeth Anderson

Tiffany Burns

Osage- Private Sector

Private Sector

Term Began: Sept. 2022

Term Began: Oct. 2021

Brad Eiffert Boone- Private Sector

Jeremy Dawson Howard- Public Official

Term Began: Oct. 2025

Term Began: August 2022

Stephanie Gilpin Howard- Low Income Sector

Stella Druml Moniteau- Low-Income Sector

Term Began: Oct. 2025

Term Began: Feb. 2023

Khyeese Bethea

Meghan Birmingham

Cooper - Low-Income Sector

Osage- Low-Income Sector

Term Began: Feb. 2023

Term Began: Oct. 2025 6

CMCA BOARD OF DIRECTORS 2026 Members

Dwight Massey

Tiffany Austin Callaway- Low Income Sector

Osage- Public Official Term Began: Jan. 2021

Term Began: June 2025

Jean Ispa

Judge Cotton Walker

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

Term Began: July 2020

Term Began: April 2012

Joe Lutz

Michael Pryor Boone- Low-Income Sector

Moniteau- Public

Term Began: Oct. 2021

Term Began: Aug. 2024

Paula Sims

Elizabeth Montgomery Boone- Low-Income Sector

Cooper- Public Official Term Began: Oct. 2021

Term Began: Oct. 2025

Leslie Meyer

Kip Kendrick

Callaway- Public

Boone- Public

Term Began: Oct. 2023

Term Began: Sept. 2024

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Central Missouri Community Action

Executive Summary background

The 2026 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 (FY2027-2030). The counties served by CMCA include Audrain, Boone, Callaway, Cole, Cooper, Howard, Moniteau and Osage.

The data in this report was gathered and analyzed by CMCA’s Director of Research & Data and reviewed 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 2024, the CMCA Board of Directors approved five areas of focus for the agency. The areas of focus, otherwise known as Agency Strategic Priorities are: All people in the CMCA service area have quality employment opportunities.

All people in the CMCA service area have income stability.

All people in the CMCA service area are healthy.

All people in the CMCA service area have safe, affordable and sustainable housing.

Central Missouri Community Action is designated as an agency of excellence.

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

income stability

health 8

safe, affordable, sustainable housing

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.

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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

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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 Results Based Accountability (RBA)4¹. 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, which surfaced inequities within the community, including in structures and systems.

Community members, including those with lived experience, are engaged in the process from the beginning, helping identify the result (goal) the community intends to achieve and cocreating the strategies partners will use 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.

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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.

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Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

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

Employment & Work Supports

Income Stability

Health

Housing

Through data walks and community conversations, each county prioritized specific needs that they intend to address with community action plans. CMCA facilitated 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 low-income individuals live. Causes and conditions of poverty and corresponding needs to address them are identified at the family, agency, and community level.

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Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Employment was identified as a priority for Audrain, Boone, Cole, Cooper, Howard, and Moniteau Counties. There is a specific focus on childcare in Audrain and Howard, and a specific focous on Transportation in Boone.

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

Families lack child care, employment supports, reliable transportation, and career readiness skills.

The agency lacks qualified staff to fully operate Head Start and funding to expand our employment and training programs.

Systemic root causes include changes to the Department of Elementary and Secondary Education (DESE) child care program regulations. Local community root causes include lack of a living wage; lack of 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, transportation, and career readiness skills. Agency root causes include lack of capacity to recruit and retain qualified staff and lack of funding to expand employment and training programs.

The 2026 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.

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Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Income was specifically identified as a priority for Cooper County and embedded into education & employment priorities for all counties.

Our community lacks living wage job opportunities, asset building opportunities, and support for navigating the existing resources that support economic mobility,

Families lack living wage employment, financial stability, and awareness of resources and income supports.

The agency lacks funding for asset building opportunities and income supports.

Systemic and community root causes include lack of a living wage and the benefits cliff, rising costs due to inflation, reductions and new requirements enforced in public assistance programs, and limited financial literacy opportunities.

Family root causes include lack of and financial and career readiness skills to obtain and maintain living wage employment, a growing senior population living on fixed income, and limited awareness of available financial resources and income supports in the community.

Agency root causes include insufficient funding to sustain programs such as matched savings and vehicle repair and maintenance assistance, as well as inadequate emergency assistance funds to meet the growing needs of families experiencing economic inflation.

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Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Health was identified as a priority for Osage County.

Our community lacks sufficient infrastructure to provide health and mental health services and to help families navigate supports.

Families lack access to health care and healthrelated education.

The agency lacks staff with the skills to assist families in accessing health resources.

Systemic root causes of poor health include policy and eligibility changes for federal and state assistance programs; costs of food, health insurance, and medical care; lack of transportation, and limited education about health and health insurance topics. Community root causes include a lack of infrastructure to provide adequate health services and supports to help families navigate issues related to health care access.

Family root causes include lack of knowledge and awareness of resources, lack of physicians/health care providers, lack of transportation, lack of health insurance, and lack of health literacy.

Internal root causes include lack of training for current staff and lack of capacity/funding to support additional staff.

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Central Missouri Community Action

Key Findings

COMMUNITY NEEDS AND ROOT CAUSES

Housing was identified as a priority need for all counties.

Our community lacks safe and affordable housing stock; funding for housing infrastructure, maintenance and repair, and homelessness prevention initiatives.

Families do not have safe and affordable housing, skills or funding for home repair and maintenance, or support for achieving economic mobility.

The agency needs increased staff capacity to pursue housing development, housing counseling, and provide whole-family supports to tenants.

Systemic root causes include the increasing costs of land acquisition and construction, lack of inclusionary zoning practices, and lack of property code enforcement. Community and family root causes include low housing stock, specifically affordable housing stock, lack of landlord/tenant education about rights and responsibilities, lack of incentives for landlords, high costs and lack of knowledge related to home maintenance, lack of homelessness prevention 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 staff capacity to pursue housing development efforts and certified housing counseling in multiple counties, and lack of an agency-wide model for family coaching.

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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, CMCA Member Surveys, CMCA Employee Opinion Survey, CMCA Board Member Survey, and narratives of lived poverty experience from lowincome community members in their roles as Talking Books.

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. The Talking Books activity captured the lived experiences of low-income community members.

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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 Shared lived experience through Talking Books Key Stakeholders Collaborative design and distribution of Community Survey Partner Survey

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 Shared lived experience through Talking Books 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 19

Central Missouri Community Action

Information Gathered and Analyzed COMMUNITY SURVEY CMCA began engaging partner organizations in January 2026 to join a collaborative Community Needs Assessment process, which CMCA facilitated and hosted. 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 Community Survey (see Appendix). Fifty partners 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 and March 2026.

The survey was available in English and Spanish online via a website link and a QR code, as well as through a paper form. Results of the community survey and all publicly available data were shared with and analyzed by the community during data walks. The data walk posters were also converted to PDF documents that were added to CMCA’s website at https://cmca.us/about-us/what-drives-us/community-assessment/. The Community Survey yielded a total of 839 responses across the eight county service area.

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Central Missouri Community Action

Results of the Community Survey 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 agency planning meetings and Leadership Team meetings.

Community Survey: Highlighted Results

47%

14%

of survey respondents have financial and legal barriers when looking for housing

of survey respondents do not have consistent transportation options

44% of survey respondents who need childcare cannot afford to enroll their child(ren) in daycare, preschool or childcare

28%

15% of survey respondents  ad household members who h needed of healthcare services but did not receive them 21

of survey respondents had to choose between paying rent or mortgage and paying for food, energy, car, gas, medicine or medical expenses

Central Missouri Community Action

Information Gathered and Analyzed DATA WALKS

CMCA facilitated Data Walks in each of our eight counties throughout April and May 2026 to share county-specific data that highlighted data related to employment, education, income, housing, and health.

Community members, CMCA members, CMCA Board of Directors members, nonprofit organizations, churches, schools, businesses, funders, and state and local government agencies were all invited to participate in the interactive data walk in Spring 2026 and to identify priority areas to address based on the community’s data. Recruitment methods included email blasts, social media, and person-toperson networking. 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). The guide assisted participants in reflecting on each domain area of Housing, Education, Employment, Income, Health & Nutrition, and Selected Social Characteristics.

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Data Walks

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. In addition, low-income community members were invited to share stories of lived experience related to the data posters on display during our Talking Books activity described below.

Posters from the data walk were made available as electronic documents on CMCA’s website at https://cmca.us/aboutus/what-drivesus/communityassessment/. 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.

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Central Missouri Community Action

Talking Books Within the Data Walks in each county, we included an experience called Talking Books. In advance, a CMCA staff member worked with agency members or community members who were willing to share their lived poverty experience with Data Walk attendees. They agreed to attend the event as “books” and were compensated for their time and expertise.

During the event, participants acted as “readers.” The book shared their personal life experience and answered questions about their life story to the extent that they were comfortable. The goal of this experience was for participants to better understand the daily experiences and struggles of those living in poverty and how these experiences are represented through the data. Participants experienced emotional and empathetic reactions to the stories told. During focus groups, emotional reactions led to thinking of quick fixes to address the book’s immediate needs. We acknowledged that while these temporary fixes are useful, we also need longterm solutions and preventative measures to create true change.

We learned it takes strong facilitation to help participants think more deeply about the root causes behind the book’s immediate needs and how we can address those larger, more systemic issues.

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Central Missouri Community Action

Information Gathered and Analyzed FOCUS GROUPS

RBA provides a structured approach to assessing our community’s strengths and needs and outlining a data-driven approach to collective impact. It involves shared responsibility for a common goal and drives systems-level community change. Using RBA, CMCA facilitated additional community conversations in each county in May and June 2026 following the data walks. At these meetings, the participants confirmed their community’s Result Statement (Goal) and selected data indicators to measure the community’s progress toward achieving the shared result.

We also facilitated a data-based discussion of root causes that provided the professional experiences and knowledge of community organizations, government agencies, and other stakeholders, and most importantly, the lived experiences of low-income community members.

To help participants think deeply about root causes underlying data trends, we offered prompts such as asking why five times, or what leads to different outcomes for different groups of people.

Participants identified several root causes underlying the prioritized needs of the community.

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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, 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 communityselected indicators. Implementation of the Community Action Plan will also be communityled, with CMCA’s upcoming strategic planning process outlining CMCA’s specific role in contributing to the shared result.

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

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Information Gathered and Analyzed PARTNER SURVEYS

CMCA’s Partner Survey was developed by the Director of Research & Data with input from CMCA Community Organizers and the Family & Community Services Director (see Appendix). The partner survey was designed to help the agency identify existing resources within the community and to connect CMCA with other workgroups and initiatives addressing issues related to poverty. Across the eight county service area, 93 community partners responded. Results were analyzed by the Director of Research & Data, CMCA Community Organizers, and Family & Community Services Director to aid in determining how well existing resources and workgroup efforts met community and family needs. Results were used to enhance CMCA’s Resource Guide, which was shared with participating partners.

Community Organizations

Private Sector

Faith-Based Organizations

Public Sector

10 Responses

45 Responses

18 Responses

4 Responses

Educational Institutions

15 Responses

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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 the Director of Research & Data with consultation from the Member Advisory Committee. 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 and March 2026 through the web-based platform QuestionPro as well as 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 292 total member responses. Survey results were quantified for analysis and responses to openended questions were themed for analysis.

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 new to CMCA, but have really enjoyed working together and can't wait to see what all we can accomplish together and then [what] I can on my own. This is a truly great opportunity and I am thankful for being able to recieve services. ~ CMCA Member

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CMCA Member Survey: Highlighted Results

Summary of Recommendations: Streamline program application processes Develop agency-wide processes to increase internal referrals to better support members Increase response rate for CMCA Member Survey 29

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 154 staff responses, accounting for 78% 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 additional supports for engaging employees during their first year of employment. 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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Employee Opinion Survey Recommendations First Year Employee Engagement Support mentor system for early engagement Support employees throughout their entire first year Onboarding quality Supervisor connection Implement 30-, 60-, and 90-day check-ins Extend retention strategies beyond onboarding Program-specific changes

I used to be a parent involved in the Head Start program, and I saw firsthand how amazing it was for children and families. Looking back, I realize just how valuable that experience was, and I feel even more grateful now that I work for the agency. Helping families and children has always been a dream of mine, and being part of this program allows me to contribute in a meaningful way. ~ CMCA Staff Member

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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 71% 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.

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.

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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 2026 Agency Self-Assessment, agency impact data and program performance measures were analyzed by a team comprised of Program Managers, Community Organizers, and members of the senior leadership team. Agency impact data presented below represents October 1, 2025 through June 30, 2026 unless otherwise stated.

CMCA’s provides housing assistance payments to an average of 310 households per month. At the time of the Agency Self-Assessment, the agency had weatherized 35 homes, a number significantly lower than previous years due to substantial funding cuts. We processed over 8,300 energy assistance applications and supported over 6,800 households. Nearly 600 children received health screenings, and 74 of these received follow-up treatment for concerns identified through the screenings. During the same time period, 28 individuals obtained employment, 15 new businesses were established, and 31 new jobs were created as a result of small business. Through financial coaching, 39 people increased their net income and 41 people increased their savings.

Agency Impact Data Housing Households Receiving Housing Assistance Payments June 30, 2026

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Agency Impact Data HOUSING

Weatherized Homes October 1, 2025 - June 30, 2026

CMCA weatherized 35 homes with an additional 38 homes on the waitlist.

Total Households Receiving Energy Assistance October 1, 2025 - June 30, 2026

$1M Emergency/Crisis Energy Assistance* October 1, 2025 - June 30, 2026 *This amount reflects EIP payments & pledges only. Households must first receive EA to be eligible to receive ECIP.

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Average invested in each

Weatherized Home October 1, 2025 - June 30, 2026

Central Missouri Community Action

Agency Impact Data HEALTH

598 Children received

Health Screenings October 1, 2025 - June 30, 2026

74 Children received

Follow-Up Medical or Dental Care

598

October 1, 2025 - June 30, 2026

Children up-to-date on

Immunizations October 1, 2025 - June 30, 2026

478 Children up-to-date on

Physical Exams October 1, 2025 - June 30, 2026

35 People with

Improved Physical Health

October 1, 2025 - June 30, 2026

21 People obtained

Health insurance October 1, 2025 June 30, 2026

35

20 People with

Improved Mental Health October 1, 2025 June 30, 2026

Central Missouri Community Action

Agency Impact Data EMPLOYMENT & INCOME

Employment & Education

Entrepreneurship

15

28

New Businesses Started

Unemployed People

October 1, 2025 - June 30, 2026

Placed in Jobs

31

October 1, 2025 - June 30, 2026

13

New Jobs Created Through small business October 1, 2025 - June 30, 2026

People with an

Increased Level of Education

3

October 1, 2025 - June 30, 2026

Small business

Microloans October 1, 2025 - June 30, 2026

Income Supports & Financial Management

39

11

People with

People with

Reduced Debt

Increased Net Income

October 1, 2025 - June 30, 2026

18

October 1, 2025 - June 30, 2026

41

People with

People with

Increased Savings October 1, 2025 - June 30, 2026

36

Improved Credit Scores* October 1, 2025 - June 30, 2026

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS

Full poverty data is included in Poverty Profile through the Detailed Findings section of this report, beginning on pages 44-61.

From 2015 to 2024, poverty rates varied from a high of 15.5% in 2015 to a low of 12.7% in 2020, most likely due to federal stimulus packages and expanded public benefits during the COVID-19 pandemic. However, since these benefits have expired, the general poverty rate has increased to 13.0% in 2024. The SAIPE poverty rate, which is often used for state and federal fiscal calculations, stands at 12.1%.

37

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS

Females (15%) are more likely than males (11%) to live in poverty. Child poverty decreased from 17% in 2021 to 14% in 2024. Poverty rates for adults aged 18 to 64 also decreased from 18% to 14% in the same time period. Poverty rates for seniors over age 65 increased from 7% to 9%.

General poverty rates varied greatly by race and ethnicity. Black or African American individuals (26%) were more than twice as likely as White individuals (11%) to live in poverty. Poverty rates for other racial and ethnic groups are as follows: Hispanic or Latino (20%), American Indian and Alaska Native (20%), Two or More Races (18%), Asian (17%), and Some Other Race (30%).

38

Central Missouri Community Action

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 2015 to 2024, the total population of CMCA’s service area increased 4% (15,013). The population is half female and half male. Adults aged 18 to 64 comprise the majority of the population, while 21% of the population are children under the age of 18 and 16% are seniors over the age of 65.

39

Poverty Profile

Central Missouri Community Action

POVERTY DEMOGRAPHICS The racial and ethnic composition of the population is 82% White, 8% Black or AfricanAmerican, 6% of Two or More Races, 3% Asian, 1% Some Other Race and 4% Hispanic or Latino. Less than 1% of the CMCA Service Area is Native Hawaiian and Other Pacific Islander.

English is the most common home language (94%). The total households in CMCA’s service area increased by 8% (11,455). However, the average household size decreased from 3 to 2.

40

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS

Approximately 19,6560 veterans live within CMCA’s service area. Of these, 51% are over the age of 65. Ninety percent of veterans are male, while 10% are female. The majority of veterans are White (88%), while 5% are Two or More Races, 4% are Black, 4% are Hispanic or Latino, 1% are Asian, and 1% are Some Other Race.

41

Central Missouri Community Action

Poverty Profile POVERTY DEMOGRAPHICS 51% of Veterans are over the age of 65. Veterans have differing education levels, with 4% having less than a high school diploma, 29% having a high school diploma or equivalent, 32% having some college or an associate’s degree, and 36% having a bachelor’s degree. The unemployment rate for Veterans is 3.5%.

42

Central Missouri Community Action

Detailed Findings HOUSING

There are 168,764 housing units in CMCA’s service area, of which 91% are occupied and 9% are vacant. Most are owner-occupied (65.3%), while 34.7% are renter-occupied.

43

Central Missouri Community Action

Detailed Findings HOUSING

Rates of home ownership vary significantly between racial and ethnic groups. While 69% of White households own their homes, only 31% of Black households own their homes.

Median rent and mortgage payments vary by county, with Boone County having the highest median rent payment at $1,088/month as well as the highest median mortgage payment at $1,624/month. In the state of Missouri, the average electric utility costs are $129/month.

44

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, 18% of households with mortgages, 9% of households without mortgages, and 44% of renter households are housing cost-burdened.

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.

45

Detailed Findings

Central Missouri Community Action

HOUSING

CMCA’s service area includes 4,945 HUD-subsidized housing units, a number that falls far short of meeting the needs of the 22,187 cost-burdened renters within the area.

Local foreclosure data was not available; however, eviction filings occur at a rate of 2.4% of all renters. While challenges surround the accurate count of the homeless population, the 2022 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. Children under age 18 accounted for 23% (124) of those included in the Point in Time Count. However, school districts reported 1,173 children were homeless according to the McKinney-Vento definition.³⁷

46

Detailed Findings

Central Missouri Community Action

EMPLOYMENT

The unemployment rate spiked at 4.4% in 2020 during the COVID-19 pandemic, before decreasing to a low of 2.2% in 2022 and subsequently increasing to 3.2% in 2024.. While the unemployment rates for males and females are the same (3%), the unemployment rate for those in poverty (12%) is significantly higher than those above the federal poverty guidelines (2%).

The unemployment rate is higher for Black or African-American individuals (8%) compared to White (3%) and Hispanic or Latino (3%) individuals. Young adults had higher unemployment rates than middle-aged or senior adults.

47

Central Missouri Community Action

Detailed Findings EMPLOYMENT

The majority of workers within the service area commute to work via car, truck or van (78%). The percentage of workers working from home continues to increase, with 9.5% working from home in 2024.

CMCA’s service area has seen a 4% increase in average annual employment from 2015-2024, with 191,653 employed in 2024.

48

Central Missouri Community Action

Detailed Findings EMPLOYMENT

Long-term occupational projections for Missouri’s Central Region forecast an overall growth rate of 4.6% from 2022-2032. The largest occupation growth is projected in Agriculture (52.3%), although the number of actual positions in this industry is small.

The second largest occupational growth is projected to be management of companies and enterprises (23.3%), followed by administrative support and waste management and remediation services (15.7%). and transportation and warehousing services (12.6%),

49

Central Missouri Community Action

Detailed Findings EMPLOYMENT

On a state-wide survey, employers reported the top barrier to expanding employment was a lack of applicants overall (66%), followed by a shortage of applicants with knowledge and skills (65%). Other barriers included economic conditions (30%), lack of childcare access (21%), and lack of transportation access (21%).

New business applications have increased 84% since 2016, with 4,617 applications in 2024.

50

Central Missouri Community Action

Detailed Findings EMPLOYMENT

There are 292 child care facilities in the CMCA service area, of which 81% are licensed and 19% are license-exempt. The need for childcare exceeds the supply of childcare slots in all counties, but particularly in Audrain and Howard Counties. The average daily cost of childcare varies by age group and county, ranging from $24 for preschoolers in Cooper County to $90 for infants/toddlers in Howard County.

51

Central Missouri Community Action

Detailed Findings INCOME

HUD’s Area Median Income ranges from $76,600 in Audrain County to $113,000 in Cole and Osage Counties. The average hourly wage in CMCA’s service area varies from $19.50/hour in Howard County to $29.23/hour in Boone County.

The Cost of Living Index for Columbia at 90.2 is higher than the state of Missouri average of 88.90. Almost all subcategories within the Cost of Living Index are also higher than the state average: Grocery (96.8), Housing (80.0), Utilities (94.3), Transportation (89.9), Health (100.0), and Miscellaneous (93.9).

52

Central Missouri Community Action

Detailed Findings INCOME

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 $23/hr in Osage County to $26.91 in Audrain.

Some households receive income supports through public assistance programs to help them meet their basic needs. Medicaid and SNAP had the highest enrollments at 67,275 and 28,104 individuals respectively.

Approximately 1.3% of the population receives Social Security Disability Income.

53

Detailed Findings

Central Missouri Community Action

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.

Twenty-eight percent of adults have a high school diploma or equivalent, while an additional 18% have some college. Eight percent of adults have an associates degree, while 39% have a bachelor's degree or higher.

Enrollment in higher education has steadily declined from 47,280 in 2015 to 41,201 in 2024.

54

Central Missouri Community Action

Detailed Findings EDUCATION

55

Central Missouri Community Action

Detailed Findings EDUCATION

Black students have a significantly lower graduation rate (85%) than White (95%) or Asian (96%) peers. Graduation rates for Hispanic or Latino students also lag behind (88%).

Enrollment in public pre-K and kindergarten programs steeply declined in 2021 due to the COVID-19 pandemic. Early childhood enrollment has increased to pre-pandemic rates at a slow pace, with 5,490 children enrolled in 2026. Children under age five with disabilities are served through First Steps and the public school district. The most common type of early childhood disabilities were visual impairments, speech impairment, and autism.

56

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

In 2023, 9% of the population was without health insurance coverage. By sex, 8% of females and 10% of males were without health insurance. Of those at or below 138% of the Federal Poverty Level, 16% were without health insurance, an increase from 22.6% in 202. Similarly, 15% of those at or below 200% of the Federal Poverty Level were without insurance, compared to 21.1% in 2020.

Health care access continues to be a concern, particularly in rural counties. The ratio of mental health care providers to population varies from one provider for every 218 people in Boone County to one provider for 6,734 people in Osage County. Over 545 pregnant mothers did not receive adequate prenatal care.⁴⁰ Infant death rates remained low, with most counties having numbers so low they were suppressed and Boone County reporting 0.7 57 infant deaths per 100,000 population.

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

Birth rates have declined 9.6% over the past ten years, down from 4,492 live births in 2015 to 4,057 in 2023. However, the percentage of prenatal mothers receiving inadequate prenatal care has remained relatively stable. Early and regular prenatal care are associated with more positive health outcomes for mother and baby, and with higher academic performance later in the child’s life.

58

Central Missouri Community Action

Detailed Findings HEALTH & NUTRITION

The food insecurity rate has increased from 11% in 2020 to 15% in 2024, with over 57,410 people who are food insecure. Food access also continues to be a concern. Although there are a number of food locations across the service area, the high cost of food also act as a barrier to food security.

59

Central Missouri Community Action Central Missouri Community Action

Detailed Findings CIVIC ENGAGEMENT

Approximately 88% of adults are registered voters. Osage County has the highest percentage of registered voters (98%), while Audrain has the lowest (82%).

The ratio of social organizations within the service area varies by county, with Cole County having the highest at 21.4 social organizations per 10,000 population.

60

Detailed Findings

Central Missouri Community Action

MULTIPLE DOMAINS

Crimes are reported in multiple databases, depending on jurisdiction and reporting agency. SRS reporting includes a total of 6,696 violent crimes and 28,011 property crimes across the service area. The majority of crimes occurred in Boone County, which has the largest population.

The number of hotline calls reporting suspected child abuse and neglect dropped significantly during the pandemic years but have since continued to increase. Of the 3,652 hotline calls in 2024, 2,326 children’s circumstances were evaluated through family assessments.

Approximately 178 children were involved in situations of substantiated child abuse or neglect.

In 2025, there was a monthly average of 355 children in foster care.

61

Central Missouri Community Action

Appendix

62

Community Survey This survey will ask you about your household and your community. We will not ask for your name, and all questions are optional. The results of this survey will be used to help improve our community.

Background 1. What county do you live in?

Audrain

Howard

Boone

Moniteau

Callaway

Osage

Cole

Other _________________

Cooper 2. How many people currently live in your household, including yourself?

Adults ___________

Children ____________

Employment & Education 3. What is your employment status? Check all that apply.

Work full-time Work part-time Self-employed Do not work 4. People have many reasons for not working. If you do not work, what is your main reason?

I do not want to be employed at this time I cannot find work in my field I cannot find work that pays enough to meet my needs I am in college, tech/trade school, or taking certification courses I am/was caring for children not in school or daycare I am/was caring for an elderly person I am/was sick or disabled I am retired I do/did not have transportation to work I recently lost my job or my employer closed Other __________________________________________________ Does not apply/I am working This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

63

Community Survey, Continued 5. Do any other adults in your household work?

Yes

No

No other adults in my household

6. Is anyone in your household interested in tech/trade school or short-term job training?

Yes

No

Income & Financial Management 7. Does your household get income from any of these sources? Select all that apply.

SNAP (Food stamps)

Social Security Retirement

WIC

SSI (Supplemental Security Income)

TANF

SSDI (Social Security Disability Insurance)

Child care assistance

None of these

Child support/spousal support 8. Is anyone in your household interested in learning budgeting or financial planning?

Yes

No

9. Last month, did you have to choose between paying your rent or mortgage and paying for food, energy bills, car payments, gas, medicine, or medical expenses?

Yes

No

Transportation 10. Do you have transportation to get to work, school, stores, doctor’s appointments, and other places in the community?

Yes

Sometimes

No

11. Are there affordable transportation options offered within your community?

Yes

No

Child Care 12. Do you have children that attend daycare, preschool, or child care?

Yes

No

12a. If not, what are your main reasons for not using daycare, preschool, or child care? Select all that apply.

This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

64

Community Survey, Continued Do not have children this age

Cost/affordability

Choose to stay home with my child

No transportation

A friend/relative cares for my child

Need evening/weekend care

Not available or no openings

Other _________________________

13. Do you have school-age children that attend before/after school care?

Yes

No

13a. If not, what are your main reasons for not using before/after school care? Select all that apply.

Do not have children this age

Cost/affordability

Choose to stay home with my child

No transportation

A friend/relative cares for my child

Other _________________________

Not available or no openings 14. If you need child care but do not have it, what type of child care do you need? Select all that apply.

Infant/toddler Preschool Before/after school care Summer care Do not need child care/Already have child care 15. Which of these are NOT readily available for children and families in your community?

Child mental health or therapy services Child development screenings

Early literacy programs

Parent/caregiver education classes

Social & emotional screenings

Other _________________________

Child health screenings

All of these are available

Services for children with special needs

Not sure/don’t know

Housing 16. What is your housing situation?

Rent Own Staying with family or friends This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

65

Community Survey, Continued Homeless 17. Are you currently up-to-date on rent/mortgage payments?

Yes

No

Does not apply

18. Are you currently up-to-date on energy bills (electric, gas, or propane)?

Yes

No

Does not apply

19. Are you concerned about being evicted or foreclosed on in the next three months?

Yes

No

Does not apply

20. Are there any major issues in your home thathave not been addressed (such as leaks, mold, pests, or electrical/plumbing problems)?

Yes

No

Does not apply

21. In the past year, have you looked for a newplace to live?

Yes

No

22. In the past year, have you faced barriers such as credit, eviction history, or background checks when looking for housing?

Yes

No

Does not apply

23. Has your housing situation affected your physical health, mental health, or ability to manage chronic health conditions?

Yes

No

24. Which of these is MOST needed in your community? Select one.

Affordable housing Public housing (Section 8, Housing Choice Voucher, etc.)

Senior housing Housing for adults with disabilities Housing for those recovering from substance use Homeless shelters or transitional housing None of these Health

This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

66

Community Survey, Continued 25. In the last month, was there anyone in your household who needed health care, but didn’t receive it?

Yes

No

26. What type of health care was needed? Select all that apply.

Health care (doctor’s visit, urgent care, emergency room, specialists, telehealth) Mental health care (therapy, counseling, psychiatry, psychiatric emergency care) Dental health care Prescription medication Substance use treatment services Did not need health care

27. Ifsomeone needed health care, but didn’t get it, why did they not receive health care?

Selectall that apply.

Did not need health care Chose not to receive care Could not afford health care WITHOUT insurance Could not afford health care WITH insurance No local health providers No appointments available/waitlists too long No transportation Other _______________________________________________________________ 28. Does your household have access to telehealth or virtual health care?

Yes

No

29. Getting enough food can be a problem for some people. In the last week, which of these statements best describes the food eaten in your household?

Enough of the kinds of food we wanted to eat Enough, but not always the kinds of food we wanted to eat Sometimes not enough to eat Often not enough to eat 30. During the last week, did you or anyone in your household get groceries from a food pantry, food bank, church, or other place that provides free food?

Yes

No

Thisproject is 39% funded withCommunity Services Block Grant(CSBG)federal fundsreceivedfromtheU.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

67

Community Survey, Continued 31. What would help you eat healthier foods at home? Select all that apply.

Finding healthy recipes Help with meal planning More affordable fruits & vegetables Fresh fruits & vegetables raised by local farmers Home cooking equipment None of these

32. What is your number one health concern that isn’t being addressed by available services? ____________________________________________________________________________

Public Safety 33. Do you feel safe in your neighborhood?

Yes

No

34. Do you feel safe in your community?

Yes

No

35. What is your top safety concern in your community? ____________________________________________________________________________ Community Needs 36. What is your household’s most immediate need right now? Select one.

Housing

Health or mental health

Bringing in more income

Food

Getting or keeping a job

Transportation

Childcare

No immediate needs

37. What is your community’s most immediate need right now? Select one.

Housing

Health or mental health

Bringing in more income

Food

Getting or keeping a job

Transportation

Childcare

Public safety

Thisproject is 39% funded withCommunity Services Block Grant(CSBG)federal fundsreceived from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

68

Community Survey, Continued No immediate needs 38. What is one service or resource you’d like to see added to the community? ____________________________________________________________________________ 39. How do you learn about community resources? Select all that apply.

Face to face (events, meetings)

Website

Newspaper

Social media

Flyers

Local radio station

Email

Local TV station Other __________________________

Thank you for your responses. The next fewquestions help us make sure that our survey reaches different types of people in the community so that we can gather a wide range of input.

Your responses are optional and willnot be used to identify you in any way.

About You 40. What is your gender? _______________________________________________________ 41. What is your age category?

Age 18-24 Age 25-44 Age 45-64 Age 65 or older Prefer not to say 42. What is your race/ethnicity?

American Indian/Alaska Native

White

Asian

Two or more races

Black or African-American

Other race

Middle Eastern or North African

Hispanic or Latino

Native Hawaiian or Other Pacific Islander Thisproject is 39% funded withCommunity Services Block Grant(CSBG)federal fundsreceivedfromtheU.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

69

Community Survey, Continued Prefer not to say 43. What is your household income range?

Less than $15,000 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 or more Prefer not to say

Thank you for taking time to complete this survey.

Your responses will be used to help improve our community.

This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the Missouri Department of Social Services. Questions or comments can be directed to data@cmca.us.

70

CMCA Partner Survey FY26 1. What is your organization’s name?

2. What type of organization do you represent? 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. Other 3. What counties do you serve?

4. What is your organization’s phone number?

5. What is your organization’s website? Leave blank if none.

6. What are your days & hours of operation?

7. What types of services do you provide? a. Adult Education Services b. Employment & Job Training Services c. Financial Services d. Food or Clothing Assistance e. Government Services f. Health or Mental Health Services g. Housing Services h. Child & Youth Education Services i. Transportation Services j. Other Services 8. What types of Adult Education Services do you provide? a. Career or employment-related education b. College or university c. Technical or trade school d. English language Skills class e. Financial education f. Health or nutrition education g. Hi-Set classes (GED classes) h. Parenting education i. Relationships classes j. Technology skills/digital literacy classes k. Other adult education services 9. What types of Employment & Job Training Services do you provide? a. Apprenticeships or internships

71

CMCA Partner Survey, Continued b. Business coaching & entrepreneurial supports c. Community workforce development initiatives d. Employment coaching e. Financial assistance for work-related assistance f. Help with employment search/job applications g. On-the-job training h. Tuition & fees assistance i. Other employment & job training services 10. What types of Financial Services do you provide? a. Banking services b. Budgeting classes c. Emergency/crisis financial assistance d. Financial coaching e. Help with financial assistance applications f. Investing services g. Rent or utility assistance h. Other financial services 11. What types of Food or Clothing Assistance do you provide? a. Application assistance for public assistance programs b. Clothing closet or clothes pantry c. Cooking classes d. Free or low-cost community meals e. Food bank or food pantry f. Nutrition education g. Other food and nutrition services 12. What types of Government Services do you provide? a. City government b. County government c. State government d. Court system 13. What types of Health & Medical Services do you provide? a. Dental health care b. Domestic violence services c. Drug and alcohol treatment services d. Emergency health care e. Emergency mental health care f. Mental health care g. Mental health therapy or counseling h. Primary health care i. Specialized health care j. Other health services

72

CMCA Partner Survey, Continued 14. What type of Housing Services do you provide? a. Crisis/emergency rental assistance b. Domestic violence shelter c. Help applying for housing assistance d. Home maintenance/home repair services or classes e. Home ownership classes f. Homeless shelters g. Housing assistance h. Housing development i. Landlord/tenant education or classes j. Landlord/tenant mediation k. Utility assistance l. Weatherization services m. Other housing services 15. What type of Child & Youth Education Services do you provide? a. Early childhood home visiting program b. Early childhood program or preschool c. K-12 school building or district 16. What type of Transportation Services do you provide? a. Fee-for-service transportation b. Free transportation (other than medical) c. Medical transportation d. Wheelchair accessible transportation e. Vehicle repair (free or discounted) f. Other transportation services 17. What types of services do you provide? a. Church/religious ministry b. Legal services c. Library d. Other 18. What populations do you serve? a. General public b. Low-income c. Seniors d. Speakers of another language e. Veterans f. All of the above

73

CMCA Member Survey Your feedback willbe used to helpCMCA improveour services.

This survey should only be completed once. Thank you!

1. What county do you live in?

Audrain

Cole

Moniteau

Benton

Cooper

Morgan

Boone

Hickory

Osage

Callaway

Howard

Other ________________________

2. How would you describe yourself?

Sex:

Male

Female

Age Category:

16 to 24

25 to 64

65 or older

Choose not to answer

Race/Ethnicity (Check all that apply): American Indian/Alaska Native

Asian

Black/African American

Middle Eastern or North African

Native Hawaiian or Pacific Islander

White

Hispanic/Latino

Other ________________________

Choose not to answer 3. What CMCA programs have you been a part of in the past year? (Check all that apply) BRIDGE

Head Start/Early Head Start

Capital Access Program

Housing Services/Housing Choice Voucher

Columbia Employment & Training

SkillUP

Energy Assistance/LIHEAP

ShowMe Healthy Relationships

Entrepreneurship

Step Up to Leadership

Financial Opportunity Center®

The Shops at Sharp End

Getting Ahead

Weatherization Other _________________________

4. CMCA staff are welcoming and respectful of families.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

N/A

Strongly Disagree

N/A

5. Staff help me find ways to meet my family’s needs or reach my goals.

Strongly Agree

Agree

Neutral

74

Disagree

CMCA Member Survey, Cont.

6. Staff talk with me about my family’s strengths.

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree N/A

7. Staff tell me about other programs and services from CMCA. Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

N/A

Agree

Neutral

Disagree

Strongly Disagree

N/A

Disagree

Strongly Disagree

N/A

Neutral

Disagree

Strongly Disagree

N/A

Neutral

Disagree

Strongly Disagree

N/A

8. Staff communicatewell.

Strongly Agree

9. It was easy to apply for services from CMCA. Strongly Agree

Agree

Neutral

10. I got the services I needed in a timely manner.

Strongly Agree

Agree

11. I would recommend CMCA to others.

Strongly Agree

Agree

12. How did you hear about CMCA?

13. What can CMCA do better?

14. Anything else you want to tell us?

15.If you would like to be entered into a drawing to win one of three $50 gift cards, please tell us your name and how to reach you.

Name: ________________________________

Phone: _______________________

Email: _________________________________

Thank you for your feedback!

75

CMCA Employee Opinion Survey FY26 About You 1.How long have you worked for CMCA? Less than 1 year 1 to 2 years 3 to 5 years More than 5 years 2. Do you manage or supervise staff?

3. What is your gender?

4. What is your age category?

5. What is your race or ethnicity? Select all that apply.

Work Duties (Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 6. I understand how my work impacts my program’s outcomes and is connected to my program’s regulations.

7. I understand how my work is connected to the agency’s mission and overall impact.

8. Within my program’s guidelines, I have some flexibility (ex: organizing my tasks, planning an event, creating my own lesson plans, decorating my desk/office, organizing my files, etc.).

9. If you could change one thing to make your program more effective, what would it be?

10. 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) 11. When I was hired, the info I received during the HR New Hire Orientation was communicated clearly and was easy to understand. (If employed less than 1 years)

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CMCA Employee Opinion Survey, Continued 12. My 90-day orientation period prepared me for my position. (If employed less than 1 year) 12a. Can you tell us more about that? What ideas do you have to help us improve?

(If employed less than 1 years or recently changed to a new position and if no above) 13. Agency Bootcamp was effective in helping me learn about other CMCA programs and services. (Those with less than 2 years employment) 14. I have access to the training, resources & tools I need to be successful in my role.

15. CMCA helps me grow as a professional.

Supervisors/Managers (Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 16. My supervisor and I consistently communicate.

17. My supervisor lets me know when I do well.

18. My supervisor gives me effective and constructive feedback.

19. My supervisor values my opinions and ideas, even if they are not always implemented.

20. My supervisor provides direct support and is responsive to my needs.

21. I feel that my manager genuinely cares about my success and wellbeing.

22. My manager is approachable and available when I need support.

23. What additional support or resources do you need as a manager or supervisor?

(Managers/supervisors only) 24. Anything else you want to tell us about supervision & management?

Employee Wellness (Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 25. The physical building where I work is safe.

25a. Which building and what is unsafe? If no above - Required if no above 26. As an agency, CMCA supports my overall health & wellness.

27. CMCA encourages & supports self-care.

28. I have sufficient flexibility to meet my personal/family needs.

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CMCA Employee Opinion Survey, Continued 29. Is there anything else you want to tell us about employee wellness?

Workplace Culture (Rating scale with faces: Strongly agree, agree, neutral, disagree, strongly disagree) 31. CMCA members have a voice in agency decisions and direction.

32. CMCA staff have safe ways to share their thoughts, give input, and provide feedback.

33. I am able to express my ideas and opinions in meetings and with co-workers.

34. I feel like a valued member of the team.

35. CMCA is a good place to work.

36. I would refer family or friends to apply for a position with CMCA. 37. Is there anything else you want to tell us about our agency’s workplace culture?

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CMCA Board of Directors Survey FY26 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, Cont.

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, Cont.

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, Cont.

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, Cont.

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, Cont.

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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Community Conversations Discussion Guide Welcome! Soon you will be invited to participate in a data walk and hear stories of lived experience directly from the person who lived it. Each data poster will display facts about the community’s current conditions, and each story will highlight how these conditions impact people in their daily lives. As you learn, consider the questions below. Feel free to take notes in the spaces provided. Our goal today is to decide which priority that we as a community will address. Be ready to share your thoughts with your small group.

Employment 1.

How are we doing?

2.

What data stands out to you the most?

3.

What stood out to you from the story of lived experience that you heard?

4 What does this information tell you about our community’s needs? .

Notes:

Education 1.

How are we doing?

2.

What data stands out to you the most?

3.

What stood out to you from the story of lived experience that you heard?

4 What does this information tell you about our community’s needs? .

Notes:

Income 1.

How are we doing?

2.

What data stands out to you the most?

3.

What stood out to you from the story of lived experience that you heard?

4 What does this information tell you about our community’s needs? .

Notes:

This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the 85 Missouri Department of Social Services.

Community Conversations Discussion Guide Housing 1.

How are we doing?

2.

What data stands out to you the most?

3.

What stood out to you from the story of lived experience that you heard?

4 What does this information tell you about our community’s needs? .

Notes:

Health 1.

How are we doing?

2.

What data stands out to you the most?

3.

What stood out to you from the story of lived experience that you heard?

4 What does this information tell you about our community’s needs? .

Notes:

Lunch & Learn: Small Group Discussions Share your reflections on your experience. What are the top three areas you feel that we as a community should address? Be prepared to share these with the larger group.

1.

2.

3.

This project is 39% funded with Community Services Block Grant (CSBG) federal funds received from the U.S. Department of Health and Human Services provided by the 86 Missouri Department of Social Services.

Central Missouri Community Action

Appendix Data Sources

1.U.S. Census Bureau, "Demographic and Housing Estimates," American Community Survey 5-Year Estimates Data Profiles, Table DP05, 2015-2024. Accessed on January 30, 2026.

2.U.S. Census Bureau, "Selected Social Characteristics in the United States," American Community Survey 5-Year Estimates Data Profiles, Table DP02, 2024. Accessed on January 30, 2026.

3.Missouri Department of Education, "District Adjusted Cohort Graduation Rates," Missouri Comprehensive Data System, 2019-2025. Accessed on January 30, 2026.

4.Missouri Department of Education, "District/Charter Enrollment," Missouri Comprehensive Data System, 2015-2026. Accessed on January 30, 2026.

5.Missouri Child Care Aware, "Missouri County Level Supply Reports," 2026. Accessed on February 16, 2026.

6.Missouri Department of Education, "Children Served by All Counties", Data Request, 2024-2025. Received on January 9, 2026.

7.Missouri Department of Social Services, Children's Divison, "2024 Child Care Market Survey Report." Accessed on May 30, 2026.

8.National Center for Education Statistics, Program for the International Assessment of Adult Competencies. "U.S. PIAAC Skills Map: State and County Indicators of Adult Literacy and Numeracy," 2022. Accessed on January 30,2026.

9. U.S. Bureau of Labor Statistics. Local Area Unemployment Statistics, Annual Average County Data, Labor force data by county, 2015-2024 annual averages. Accessed on January 30, 2026.

10.U.S. Census Bureau, "Selected Economic Characteristics," American Community Survey 5-Year Estimates Data Subject Tables, Table S2301, 2024. Accessed on January 30, 2026.

11.U.S. Bureau of Labor Statistics. "QCEW NAICS-Based Data Files," Quarterly Census of Employment & Wages, 2024 County High Level. Accessed on January 30, 2026.

12.U.S. Census Bureau, "Selected Economic Characteristics," American Community Survey 5-Year Estimates Data Profiles, Table DP03, 2024. Accessed on January 30, 2026.

13.Missouri Economic Research and Information Center. "Projected Growth Rate by Industry," 2022-2032. Accessed on January 30, 2026.

14.Missouri Economic Research & Information Center, "Missouri Workforce 2023 Employer Survey." Accessed on March 1, 2026.

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Central Missouri Community Action

Appendix Data Sources

15.U.S. Department of Housing and Urban Development, Office of Policy Development and Research. "Median Family Income Documentation System," 2015-2025.

16.Missouri Economic Research & Information Center, "Cost of Living Indices for Participating Missouri Cities - Annual Average 2025." Accessed on March 1, 2026.

17.U.S. Bureau of Labor Statistics. "QCEW NAICS-Based Data Files," Quarterly Census of Employment & Wages, 2024 County High Level. Accessed on January 30, 2026.

18.Living wage data sourced from the Living Wage Institute via https://livingwage.mit.edu/counties. Accessed on March 1, 2026.

19.U.S. Census Bureau, "Poverty Status in the Past 12 Months," American Community Survey 5-Year Estimates Data Subject Tables, Table S1701, 2015-2024. Accessed on January 30, 2026.

20.U.S. Census Bureau, "Model-Based SAPIE Estimates for Counties and States," 20152024. Accessed on January 30, 2026.

21.Missouri Department of Social Services, "Missouri Family Support Division/MO HealthNet Division Annual Data Report," 2015-2025. Accessed July 30, 2026.

22.Economic Research Service. "Food Environment Atlas, 2018-2023." Accessed on February 21, 2026.

23.Feeding America. "Map the Meal Gap," 2023. Accessed on February 16, 2026.

24.U.S. Census Bureau, "Model-Based SAHIE Estimates for Counties and States," 20152024. Accessed on January 30, 2026.

25.County Health Rankings, "2025 County Health Release National Data." Accessed February 22, 2026.

26.Missouri Department of Health and Senior Services. Missouri Resident Death - Leading Causes Profile, 2011-2021. Accessed January 30, 2026.

27.U.S. Census Bureau, "Selected Housing Characteristics," American Community Survey 5-Year Estimates Data Profiles, Table DP04, 2024. Accessed on January 30, 2026.

28. U.S. Census Bureau. (2024). 2024: ACS 5-Year Estimates Detailed Tables, Table B25003.

Accessed on July 28, 2026.

29.U.S. Energy Information Administration. (2025). 2024 Electric Sales, Revenue and Average Price, Table 5.a. Accessed on July 28, 2026.

30.U.S. Office of Housing & Urban Development, "Picture of Subsidized Households," 20152024. Accessed on January 30,2026.

31.Eviction Lab. (2025). Eviction Tracking, 2025. Source geography: County. Accessed on July 28, 2026.

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Central Missouri Community Action

Appendix Data Sources

32.Missouri Balance of State Continuum of Care. (2022). Point in Time Count, Region 5.

Accessed on July 28, 2026.

33.Missouri Secretary of State, "Voter Turnout, 2024 General Election." Accessed on February 27, 2026.

34.County Health Rankings & Roadmaps, "Social Associations per 10,000 Population (2025)". Accessed on July 28, 2026.

35.Missouri State Highway Patrol, FBI Crime Data Explorer, 2025. Accessed February 23, 2026.

36.U.S. Census Bureau, "Veteran Status," American Community Survey 5-Year Estimates Data Subject Tables, Table S2101, 2024. Accessed on January 30, 2026.

37.Missouri Kids Count (2025). Areas vs. Years by Measure, Child homelessness, 2023.

38.Missouri Department of Education, "District/Charter Enrollment," Missouri Comprehensive Data System, 2015-2026. Accessed on January 30, 2026.

39.Missouri Department of Social Services, "Children's Division Annual Report FY2025."

Accessed July 30, 2026.

40.Missouri Department of Health and Senior Services. "Birth & Prenatal MICA", 2021-2023.

Accessed on January 30, 2026.

41.Clear Impact (2022). Results Based Accountability, based on Trying Hard is Not Good Enough by Mark Friedman.

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