Community Action Agency of Greater Kansas City
6323 Manchester Avenue
Kansas City MO 64133-4717
Web and Phone Contact
Telephone (816) 743-8301
Mission Statement

The mission of  Community Action Agency of Greater Kansas City (CAAGKC) is to assist low-income families and residents of Clay, Jackson and Platte Counties, Missouri, in their effort to become self-sufficient by providing emergency utility, food and housing assistance to improve the quality of their lives and the opportunity to eliminate the causes of poverty.

CEO/Executive Director Mr. Clifton G. Campbell
Board Chair Dr. Zavon Kanion
Board Chair Company Affiliation Representative of the Private Sector (Meyers Dental Clinic)
History and Background
Year of Incorporation 1978
Former Names
United Services of Greater Kansas City
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement

The mission of  Community Action Agency of Greater Kansas City (CAAGKC) is to assist low-income families and residents of Clay, Jackson and Platte Counties, Missouri, in their effort to become self-sufficient by providing emergency utility, food and housing assistance to improve the quality of their lives and the opportunity to eliminate the causes of poverty.

Background Statement Margaret Mead, an anthropologist once observed... “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” The same could be said of our beginnings at United Services. In the late 1970’s, a handful of dedicated people resolved to fight poverty in Kansas City through the Community Action movement. They came together and formed a private, nonprofit organization called United Services of Greater Kansas City. The agency was incorporated on December 14, 1978 “to mobilize, coordinate and focus public and private resources to make maximum impact on those problems and obstacles that affect the lives and the life styles of the poor,” and “to provide a vehicle through which the poor will have maximum participation in identifying, developing and implementing programs that will ultimately change and affect their life styles.” The agency received its initial $79,000 planning grant and opened its doors shortly thereafter. Over 30 years have passed, our name was changed to United Services Community Action Agency in 1995, and is in the process of changing to Community Action Agency of Greater Kansas City at this time.  Our budget has grown substantially—but our sense of purpose and passion remains as strong as that handful of committed citizens who believed that they could change this corner of the world by changing the lives of the poor in Jackson, Clay and Platte Counties through our work here at United Services. Most importantly, we understand that no matter how many people come to us for services...that every number is a a someone's life.
Impact Statement

  • In Fiscal Year 2016.  CAAGKC's Low Income Housing Energy Assistance Program (LIHEAP), a federally funded energy assistance program designed "to assist low income households in preventing disconnection of utility services and reestablishing services" assisted 39,209 households with Energy Assistance (EA) or utility restoration.  All funds were paid directly to utility suppliers.      
  • CAAGKC provided assistance and support services to a total of 116,420 individuals (61,101 households).  
  • 696 households received emergency rental assistance and case management services.  
  • 166 youth received education and leadership development services through the PAVE The Way Youth Services Program. 
  • CAAGKC's Low Income Weatherization Program (LIWAP) weatherized 524 homes in Jackson, Clay and Platte counties, providing energy savings, healthier environments and improved comfort to more than 1,000 individuals.  
  • 74,121 households received food and toiletries from 29 food pantries supported by CAAGKC funding.
  • 74 households participated in CAAGKC's Healthy Homes Program.    
  • Four CAAGKC sponsored college tours enabled 200 high school seniors over a two week period to visit East Coast and Southeast Coast colleges and a number of local community colleges and universities in Missouri.
 Goals for Fiscal 2017 include the maintenance of these major programs and the continued growth in the number and quality of services to poor, low-income families and individuals in Jackson, Clay and Platte Counties.

Needs Statement
The need for continued and expanding corporate and local foundation funding.  Present utility funders may choose to change the focus of public assistance from Utility and Weatherization funding to other charitable causes.
The need to increase assistance from local charitable foundations.
The need for longer staff retention is important because of the amount of knowledge and history that is lost when staff are compelled to leave CAAGKC if we are unable to maintain competitive wages. Program compliance and capacity can only be maintained at the highest required levels of quality assurance by a professional and astute administration.
The need for General Operations funding is critical.
Service Categories
Emergency Assistance (Food, Clothing, Cash)
Vocational Counseling/ Guidance/Testing
Youth Development Programs
Areas of Service
MO - Jackson County
MO - Clay County
MO - Platte County
MO - Eastern Jackson Co
MO - Jackson County Urban Core
CEO/Executive Director/Board Chair Statement As we prepare for a challenging future, we reflect upon the essence and significance of United Services Community Action Agency. Here, we reach out to all low-income residents and assist them in attaining an empowerment which moves individuals and families toward self-sufficiency and a better quality of life. We can look at our Board of Directors and see very different people from throughout the three-county area who have come together to learn, to solve problems, and to combine experience and expertise for the good of our clients and neighborhoods. Our lives have been enriched by our involvement with this Board and United Services. Together, we become stronger and smarter than any one of us alone could be. Together, we address our needs as individuals and groups. Together, we work to push the common enemy, Poverty, from our doorsteps, streets, and neighborhoods.
LIHEAP - Low Income Home Energy Assistance*
In Fiscal 2016 USCAA impacted a total of 116,420 individuals with 14 Programs -- 38,346 individual clients received LIHEAP Assistance.
* LIHEAP funds are sent directly to Utilities on behalf of our clients.  
Program Budget $4,021,779.00
Category Human Services, General/Other Emergency Assistance
Population Served Poor,Economically Disadvantaged,Indigent, ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success Emergency utility aid improves the conditions in which low-income clients live, preventing disease from excessive cold, death from freezing or heat exhaustion, and lowering the risk of house fires caused by attempting unsafe measures to heat their homes.
Long-Term Success Receiving emergency utility aid will assist low-income families to use these funds for other uses or other unforeseen emergencies, and could improve their way to becoming more self-sufficient.
Program Success Monitored By CAAGKC Program Director, LIHEAP Manager, Outreach Supervisors, Case Managers, and Quality Assurance Specialists.
Examples of Program Success Program success is measured by the lack of complaints to the Program Director by clients who have not received the correct or timely assistance necessary and due them according to their condition of need and particular income level.
LIWAP/Healthy Homes - Low Income Weatherization Assistance  in Fiscal Year 2016 impacted 524 households.  74 households received free Healthy Homes Services.
LIWAP and Healthy Homes Programs are available to families who earn up to 200% of HHS poverty guidelines. 
Program Budget $2,600,000.00
Category Housing, General/Other Home Improvement
Population Served Poor,Economically Disadvantaged,Indigent, ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success

To maintain the high standards set by the Building Performance Institute (BPI) in every Weatherization job performed by CAAGKC employees.  BPI is a national standards development organization for residential energy efficiency and weatherization retrofit work.  BPI maintains an unmatched reputation as the home performance industry's leading standards body. CAAGKC's Weatherization team members have been trained, tested and certified as BPI Certified Building Analysts and/or Quality Control Inspectors.

Home Weatherizations will increase by at least 20% each year.  Healthy Home completions will increase by 50% each year.  Case Management will follow-up with Healthy Home households for at least a period of from 60 to 160 days, as designated by CAAGKC's Three-Tier Level considerations. 


Long-Term Success
CAAGKC's Low Income Weatherization and Healthy Homes Programs work hand in hand to bring single family households up to standard levels of health, comfort, affordability and safety that everyone deserves. 
The ultimate long-term success of these two programs will lower the costs of Hospital Care and Emergency Room treatments caused by high lead levels, asthma, or other pulmonary diseases caused by unsanitary or unsafe conditions in the home.  

Program Success Monitored By
The Missouri Department of Economic Development Division of Energy (DED/DE) has implemented a web-based database (MoWAP) to assist with reporting, tracking, data retention, and other Weatherization metrics. This web-based system assists with client selection through a standardized, points based waiting list that includes the following factors to determine waiting list priority: elderly, persons with disabilities, children, number of household members, household income, fuel type, date of application, and optional criteria such as January fuel cost, and, “Other” which would include emergency type of situations such as, “no heat” or “disaster”.  
Examples of Program Success
"It was such a pleasure meeting and working with you last year.  I wanted to take a minute and say "thank you" to you and your team for the work you did in my home.
Not only was I pleased with the quality of work, but also with the quality of people who completed the work.  You also might be pleased to hear that my utility bills have gone down significantly!!
Thank you so much for everything."
Grandview, Missouri Resident 
Description Case Management, Rental Assistance, Food and Toiletry Pantries, and Veterans Assistance Programs. 
In 2016 CAAGKC provided more than 74,000 individuals with these free services. 
Category Human Services, General/Other Family-Based Services
Population Served At-Risk Populations, ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success The short term success of all of these CAAGKC programs is to give comfort and assistance as soon as humanly possible to those that come to us for help. 
Long-Term Success
Long term goals include:
The focus on economic and personal independence and self-sufficiency;
Guidance of participants through goal planning and achievement;
Teaching problem solving skills;
Advocating on behalf of our clients;
Improving the life and the family situation of our clients.
Case Management clients will earn not more than 125% of federal poverty guidelines; have a willingness to change their life situations; might lack problem solving techniques; possess multiple barriers to self-sufficiency; and may be currently in a crisis situation. 
Long Term success is achieved by short term Action Steps, Time Tables and Task Completions. 
Program Success Monitored By The Program Director monitors the work of the Support Services Manager and the Northland Manager, who in turn monitor the work of their Case Managers, Outreach Supervisors and Resource Specialists.  
Examples of Program Success
An increase of more than 31,000 clients between Fiscal 2015 and  Fiscal Year 2016, and an increase of almost 24,000 families in the same time-frame, is a good example of program success.
The successful completion of necessary federal and state audits is also an example of program success. 
P.A.V.E. the Way Youth Life Skills, Scholarship Awards, College Tours, BackSnacks, Fathering Life-Skills, Healthy Starts, and Transportation Services 
In Fiscal Year 2016 USCAA provided more than 2,000 individuals with these services that impacted high school junior and senior students touring colleges, fathers meeting to learn skills in raising their children, young mothers receiving "Healthy State" goods and education services geared toward children from 0 to 5, Families of young children and youth receiving food assistance each weekend, and bus passes and taxi fare for those without personal transportation and need this help. 
USCAA's Scholarship Program in 2016 provided $49,500 in 4-year renewable college scholarships to 33 P.A.V.E. the Way graduates, and $127,500 in direct college scholarships to 85 students in Jackson, Clay and Platte Counties.
Program Budget $765,357.00
Category Education, General/Other Afterschool Enrichment
Population Served At-Risk Populations, ,
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
Short-Term Success Short Term Success is measured by the attendance of the students, fathers and young mothers to whom these programs are aimed, transportation assistance gets our people to work, to doctors, to family who need help.
Long-Term Success
Long Term success is measured in the P.A.V.E. the Way Program by the number of PAVE students who graduate high school and continue on to higher education or start their own business or attend a community college or a trade school.
Long term success in the Fathering Life Skills and Healthy Starts Programs is measured by the success of education efforts of the Fathers, young Mothers and the ultimate better life afforded the infants and toddlers.
Long Term Success of the College Scholarships Program would be gauged by the number of graduates who continued to receive the two or four year guaranteed scholarship amounts for the length of their particular programs.
* Scholarships are paid directly to the Colleges, Universities or Trade Schools on behalf of the students. 
Program Success Monitored By The Program Director monitors the Youth Services Manager who sees to the success of these programs and who monitors the four P.A.V.E. the Way Case Managers who teach the classes, organize and execute each of the programs.
Examples of Program Success
          My name is Leslie Penate. Up until my Junior year high school experience, I believed I had very little experience with organizations that could actually benefit me beyond my high school years.

In 2014, I joined P.A.V.E. the Way, which was held every Tuesday and Thursday to teach life skills education and college and career readiness. Class time would include us building up concrete and presentable resumes, going through proper behavioral and situational training, and participating in group activities that made us all work toward common goals.

During the summer of 2015, I received an internship as a part of P.A.VE. The Way. It was an opportunity for me to understand what being in a professional environment would be like. There is no possible way l could have known of this opportunity had it not been for P.A.V.E The Way. This program has taught me life skills beyond what I had expected or yearned to learn about. I have been educated in many assets of my future life.

Description United Services' Poverty Simulation Program (CAPS) is a unique opportunity to help people understand what life is like for low-income families and individuals with a shortage of money and an abundance of stress.

With the assistance of volunteer staffers, who have experienced poverty in their own lives, participants role-play the daily lives of low-income families; and are assigned names, ages, physical and financial conditions. Children are asked to “act their age.” Each family is provided with four 15-minute “weeks” to work, provide food, shelter and clothing for their families.

Volunteers operate the Simulation as “shop owners,” “bank tellers,” “social service workers,” “school teachers,” “employers,” etc. There will be trained staff from USCAA to facilitate the Simulation and provide guidance and information during the event.
To schedule a free Poverty Simulation for your group, please contact the Poverty Simulation Director at: 
Category Education, General/Other Adult Education
Population Served General/Unspecified, ,
Short-Term Success Short term success is to provide a meaningful experience for all CAPS Program participants.
Long-Term Success Participants will learn of the many difficulties within the daily lives of poor and low-income families and individuals, and will understand and assist low-income people whom they may meet or serve in their daily lives.
Program Success Monitored By Pre- and Post-Testing will show a growth in knowledge of poverty and its effects in Kansas City, Missouri. 
Examples of Program Success A post-event questionnaire to the group leader(s) will give positive expression to the success of the program on the minds and hearts of the participants. 
CEO Comments Our programs confront poverty on three levels: at the level of the individual, the family unit, and the greater community. Community Action fights this great War on Poverty on these three fronts and we're winning. For every child who does not go hungry and every senior who obtains needed medications from our work--it is one more assault against our old enemy, Poverty. I invite you to join us in our fight.
Executive Director/CEO
Executive Director Mr. Clifton G. Campbell
Term Start May 2015
Compensation $50,001 - $75,000
When you live life with purpose and passion you want the same for others around you, and that is the driving force behind Clifton Campbell’s message of change for the betterment of the community. Mr. Campbell has been uplifting the agency’s mantra of “Helping people and changing lives” for the past nine years. He worked as the Program Director & Chief Operating Officer (COO) for seven years before taking charge of the agency in 2015 as Executive Director and CEO.
Being an agent of change doesn’t come without personal development, and Mr. Campbell applies himself both in academic and civic arenas. He has a B.S. in Family and Child Development, M.S. Degree in Organizational Management and Leadership, and he is a Certified Public Manager, CPM. Most recently graduating from the Executive Directors Institute with Nonprofit Connect and CAPLAW’s Chief Executive Officers Legal Boot Camp in 2016.
Mr. Campbell sits on the Board of Directors for Nonprofit Connect and Kansas City & Vicinity Area Workforce Development, and the Missouri Community Action Directors Association. He has more than 27 years of experience serving the public interest through nonprofit and private corporations.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
Ms Tommie Barrett Nov 1980 - Mar 2012
Mr. Albert Dudley Mar 2012 - May 2015
Senior Staff
Title Program Director/COO

Lamont Hale has served as a Senior Consultant, Deputy Director, Senior Liaison, and Operations Manager for more than 22 years of active military service. Lamont has lead and directed over 16,000 highly educated and trained personnel during his military career. He has effectively managed budgets exceeding more than $20 million annually. Lamont brings expertise in developing operational procedures, Leadership, team development, operational management and analytical skills desired for the Program Director & Chief Operations Officer position.

Lamont will be responsible for leading four department managers and more than 14 programs delivering services across three counties. He will assist the CEO and CFO in reporting accomplishments and areas for improvement to the board of directors.

Lamont holds multiple degrees and certifications including:

  • Masters of Business Administration, University of Phoenix, AZ
  • Bachelor of Science, Electrical Engineering, NC A&T State University, NC
Title Fiscal Director/CFO
Experience/Biography Michelle Johnson has several years of nonprofit accounting experience including 6 years as Chief Financial Officer for Big Brothers Big Sisters of Greater Kansas City. Her previous work also includes case management with the Missouri Department of Corrections. Michelle holds a bachelors of Science in Sociology and Accounting, she has been a certified public accountant (C.P.A.) since 2008.
Paid Full-Time Staff 60
Paid Part-Time Staff 0
Volunteers 250
Paid Contractors 369
Retention Rate 88%
Staff Diversity (Ethnicity)
African American/Black 40
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 5
Native American/American Indian 0
Other 0
Other (Please Specify) N/A
Staff Diversity (Gender)
Female 25
Male 28
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Ongoing, formal collaborations exist with the following organizations: United Way of Greater Kansas City, The American Red Cross, Full Employment Council, Metropolitan Lutheran Ministries,Urban Rangers, MGE, KCP&L, Catholic Charities of Kansas City-St. Joseph, the Housing Authority of KCMO, and numerous faith-based organizations.
Additionally, USCAA benefits from the scores of informal collaborations with area organizations participating with us on various special events throughout the year, as well as an on-going informal collaborative network necessary for an effective referral-based service delivery system in the Kansas City area.
Government Licenses
Is your organization licensed by the government? No
CEO Comments
  • Our Focus is Helping People, Changing Lives! 
  • We are PASSIONATE about HELPING people and CHANGING lives! 
  • We HELP people HELP themselves! 
  • We sustain lives through utility and basic needs assistance and grants. 
  • We partner with other organizations to transform lives. 
  • Why do we do what we do? 
  • We know connecting people with resources SAVES and CHANGES lives in Kansas City. 
Dr. Zavon Kanion, Board President
Clifton Campbell, Executive Director/CEO
Our board composition is quite unique in that a "tripartite" board governs United Services's actions. One-third of the members represent low-income citizens, one-third are public officials or their designee, with the remaining third representing the private sector. This mix of representation on the Board assures that the voice of the low-income are heard, and that those with the power to address their issues are in a position to act.
Board Chair
Board Chair Dr. Zavon Kanion
Company Affiliation Representative of the Private Sector (Meyers Dental Clinic)
Term Oct 2013 to Sept 2016
Board Members
Ms. Deidre M. Anderson United Inner City Services
Mr. Patrick Dobson Public Sector--Representing Kansas City Mayor Mark Sly James
Ms. Judy Ellis Representing the Low-Income Families of Clay County
Ms. Jane Fowler Representative of the Low-Income Families of Jackson County
Dr. Zavon Kanion Representative of the Private Sector (Meyers Dental Clinic)
Mr. Mark Lindsey Public Sector, Representing Platte County
Ms. Barbara Lunn Representative of the Low-Income Families of Jackson County
Mrs. Debra Mann Representative of the Private Sector in Jackson County
Mr. Clyde McQueen Representative of the Private Sector (Full Employment Council)
Ms. Deborah Pledger Representative of the Low-Income Families of Jackson County
Ms. Janet Rogers Representing the Clay County Commissioner
Mr. Henry Service Private Sector - Service Law Firm
Board Demographics - Ethnicity
African American/Black 7
Asian American/Pacific Islander 0
Caucasian 5
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 5
Female 7
Unspecified 0
Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % 75%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 11
Standing Committees
Program / Program Planning
CEO Comments
Community Action Agency boards are, by law quite unique in that they are "tripartite" governors of each agency's actions. One-third of the members represent low-income citizens, one-third are public officials or their designated attendees, with the remaining third representing the private sector. This mix of representation on the Board assures that the voice of low-income people are heard, and that those with the power to address their issues are in a position to act.  
The term of a Public Sector Director shall be four (4) years. Public Directors may serve only while they (or their appointed officials) are in public office, and may serve successive terms.  
The term of a Director representing the Low-Income Sector shall be for two (2) years. Upon the completion of a term, the Low-Inicome Sector may be elected to serve additional terms.
The term of each Private Sector Director shall be for two (2) years.  Upon completion of a term, the Private Sector Director may be selected to serve an additional term at the discretion of the Executive Committee. There shall be no limitation on the number of terms a Private Sector Director can serve.
Fiscal Year Start Oct 01, 2016
Fiscal Year End Sept 30, 2017
Projected Revenue $10,458,000
Projected Expenses $10,478,000
Foundation Comments
  • FYE 9/30/2014, 2013, 2012:  Financial data reported using IRS Form 990.
  • Foundation/corporation revenue line may include contributions from individuals.
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201420132012
Foundation and
Corporation Contributions
Government Contributions$6,620,200$5,434,562$8,232,653
Individual Contributions$0----
Investment Income, Net of Losses$2,113$2,277$2,320
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$148,103$41,395$0
Expense Allocation
Fiscal Year201420132012
Program Expense$6,833,376$5,417,880$8,091,868
Administration Expense$439,632$404,249$160,549
Fundraising Expense$0$0$41,502
Payments to Affiliates$0----
Total Revenue/Total Expenses1.020.961.01
Program Expense/Total Expenses94%93%98%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201420132012
Total Assets$3,332,772$3,145,634$3,263,313
Current Assets$2,936,607$2,831,291$2,906,427
Long-Term Liabilities$0$127,837$133,534
Current Liabilities$404,069$195,603$62,643
Total Net Assets$2,928,703$2,822,194$3,067,136
Short-Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities7.2714.4746.40
Long-Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets0%4%4%
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar Amount -- -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments The fiscal policy of United Services emphasizes prudent and conservative utilization of Agency funds and resources. Policies and procedures are in place to ensure the protection and proper use of funds. Competitive bidding on products and services helps ensure cost-effective purchasing practices. The investment of excess cash balances is secured in modest-yield government funds. All grant award programs are routinely monitored for compliance. Annually, a budget projecting anticipated revenues and expenditures is prepared with ongoing performance review. Additionally, the financial position of the Agency is audited by a group of independent auditors who publish their findings which are made available to all funding sources.
Organization Name Community Action Agency of Greater Kansas City
Address 6323 Manchester Avenue
Kansas City, MO 641334717
Primary Phone (816) 743-8301
Contact Email
CEO/Executive Director Mr. Clifton G. Campbell
Board Chair Dr. Zavon Kanion
Board Chair Company Affiliation Representative of the Private Sector (Meyers Dental Clinic)
Year of Incorporation 1978
Former Names
United Services of Greater Kansas City