Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
EIN: 43-0970991
as of November 2023
as of November 13, 2023
Mission
With abiding faith in the intrinsic value of all God's children, Metro Lutheran Ministry connects those in need with food, housing, health care, education, employment services and other resources in order to nurture greater hope, health, opportunity and peace.
Ruling year
1975
Principal Officer
Mr. Scott Cooper
Main address
3031 Holmes
Kansas City, MO 64109 USA
Formerly known as
Metro Lutheran Ministry
Metropolitan Lutheran Ministry
EIN
43-0970991
Employment
Human services
Basic and emergency aid
Homeless shelters
Population served
Children and youth
Adults
Economically disadvantaged people
Homeless people
At-risk youth
NTEE code
Emergency Assistance (Food, Clothing, Cash) (P60)
Employment Procurement Assistance and Job Training (J20)
Temporary Shelter For the Homeless (L41)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Rapid Rehousing
MLM’s Rapid Re-Housing is an intervention informed by a Housing First approach; offering permanent, affordable housing as quickly as possible through a tailored package of assistance. Case managers work with individuals and families to obtain affordable housing through services that include ensuring housing security, adequate income, and food security. Participants may receive up to 24 months of rental assistance alongside necessary optional supportive services; each household requires an average of six to twelve months of rental assistance and supportive services.
Emergency Assistance - Food Security
MLM food programs connect those in need with food and other resources to nurture greater hope, health, opportunity, and peace. Food programs support individuals and families so they can use their limited finances to cover other critical expenses. MLM operates three choice food pantries in Jackson, Clay, and Wyandotte counties and a mobile food pantry to distribute fresh produce. MLM's Senior Commodity Distribution program assists seniors with basic nutritional commodities each month. The Saturday Breakfast Ministry provides a free hot breakfast every week in midtown Kansas City, MO. The Sack Lunch program provides free lunches at MLM’s midtown location, and the KCK and Northland sites as supplies are available, to anyone who is hungry. MLM distributes weekly backpacks filled with nutritious, child-friendly food for neighborhood school children. The MLM urban orchard and community gardens provides free produce to neighbors from over 80 fruit trees and 36 garden beds in two locations.
Minor Home Repair
The Minor Home Repair (MHR) Program began in 1971 as one of MLM’s original flagship outreach services. MHR supports “aging in place” or independent living for low-income seniors or persons with disabilities by providing home repair services to increase the safety and security of homes. All direct services are provided by a repair team of staff, volunteers, corporate and church service groups who spend time each week doing safety and security repairs. Our volunteers are an integral part of making MHR funds stretch further, allowing us to assist more homeowners. Contracted repairs are scheduled and completed depending on contractor availability and complexity of the repairs.
Financial Opportunity Center/Impact Initiatives
MLM’s Financial Opportunity Center (FOC) works to move families toward financial stability. The FOC offers seamless services to help individuals and families achieve financial stability, improve financial literacy, and achieve long-term financial success. In partnership with Greater Kansas City Local Initiatives Support Corporation (LISC), MLM’s FOC site in Kansas City provides integrated financial coaching, career guidance, and income support services. Services are offered over an 18-month period, with up to five years of follow-up support.
Permanent Supportive Housing
MLM operates permanent supportive housing in Missouri and Kansas to care for chronically homeless, disabled, and mentally ill individuals. In addition to receiving a safe, fully furnished apartment with utilities, MLM tenants have access to a number of individualized supports in the areas of physical and mental health, socialization, alcohol and smoking cessation, and healthy living. Grace Homes serves 23 chronically mentally-ill/ chronically homeless individuals. A full-time case manager meets and communicates with MLM’s program partners to ensure that each tenant has the opportunity to achieve his or her health and wellness goals.
Where we work
Awards
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of families assisted with rent or mortgage to avoid eviction
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Victims and oppressed people
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Estimated dollar value of food donations distributed to community feedings programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Emergency Assistance - Food Security
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of homeless participants engaged in housing services
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth, Economically disadvantaged people, Victims and oppressed people
Related Program
Rapid Rehousing
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The primary goals of Metro Lutheran Ministry are to:
1. Reduce Poverty
2. Increase Housing Stability
3. Reduce or Prevent Homelessness
4. Increase Food Security
5. Increase access to healthcare, education, employment, and other emergent needs supports
These goals are accomplished through provision of a robust continuum of integrated services for low-income, at-risk, and homeless populations, targeted at meeting immediate basic needs and supporting long term stability and self-sufficiency.
What are the organization's key strategies for making this happen?
1. Increase breadth and scope of existing services, utilizing a DEI lens to support cultural competency and positive programmatic outcomes
2. Identify opportunities for program and agency expansion and capacity building
3. Identify and secure a continual diverse stream of funding to support all agency operations, administrative, and program areas
4. Implement growth and expansion opportunities, focusing on what we do well, and not chasing opportunities which aren't a good fit
5. Utilize the knowledge and voices of our clients, volunteers, staff, board, and supporters to inform positive change within the organization and programs
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
28.29
Months of cash in 2022 info
3.8
Fringe rate in 2022 info
23%
Funding sources info
Assets & liabilities info
Financial data
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of Metropolitan Lutheran Ministry dba Metro Lutheran Ministry’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 * | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $41,070 | $308,203 | $1,134,674 | $1,328,793 | -$209,056 |
| As % of expenses | 0.9% | 7.2% | 15.1% | 13.3% | -2.0% |
| Unrestricted surplus (deficit) after depreciation | -$28,386 | $241,912 | $1,056,302 | $1,261,085 | -$277,693 |
| As % of expenses | -0.6% | 5.6% | 13.9% | 12.5% | -2.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $4,745,135 | $5,723,277 | $7,373,995 | $11,500,052 | $11,593,205 |
| Total revenue, % change over prior year | 6.2% | 20.6% | 28.8% | 56.0% | 0.8% |
| Program services revenue | 0.9% | 0.6% | 0.4% | 0.3% | 0.5% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.8% | 0.7% | 0.5% | 0.1% | 0.2% |
| Government grants | 14.4% | 10.4% | 11.5% | 54.8% | 57.4% |
| All other grants and contributions | 83.9% | 88.3% | 87.3% | 44.7% | 41.6% |
| Other revenue | 0.1% | 0.1% | 0.2% | 0.1% | 0.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $4,480,143 | $4,289,258 | $7,505,807 | $9,982,564 | $10,648,524 |
| Total expenses, % change over prior year | 3.3% | -4.3% | 75.0% | 33.0% | 6.7% |
| Personnel | 28.4% | 30.8% | 14.6% | 16.0% | 16.7% |
| Professional fees | 5.6% | 4.0% | 1.7% | 0.6% | 1.1% |
| Occupancy | 2.4% | 2.5% | 1.3% | 1.0% | 0.6% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 58.8% | 56.7% | 62.3% | 79.0% | 80.0% |
| All other expenses | 4.8% | 6.0% | 20.1% | 3.4% | 1.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $4,549,599 | $4,355,549 | $7,584,179 | $10,050,272 | $10,717,161 |
| One month of savings | $373,345 | $357,438 | $625,484 | $831,880 | $887,377 |
| Debt principal payment | $0 | $0 | $0 | $221,200 | $0 |
| Fixed asset additions | $127,904 | $325,195 | $0 | $0 | $0 |
| Total full costs (estimated) | $5,050,848 | $5,038,182 | $8,209,663 | $11,103,352 | $11,604,538 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 1.7 | 3.9 | 2.8 | 3.9 | 3.8 |
| Months of cash and investments | 1.7 | 3.9 | 3.2 | 4.3 | 4.6 |
| Months of estimated liquid unrestricted net assets | 0.3 | 0.2 | 2.3 | 4.9 | 4.4 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $643,874 | $1,403,929 | $1,731,975 | $3,257,749 | $3,374,434 |
| Investments | $0 | $0 | $250,509 | $329,767 | $668,154 |
| Receivables | $200,970 | $535,630 | $290,702 | $806,409 | $1,073,674 |
| Gross land, buildings, equipment (LBE) | $1,632,207 | $1,957,401 | $1,757,404 | $1,556,257 | $1,488,304 |
| Accumulated depreciation (as a % of LBE) | 44.2% | 40.2% | 49.3% | 49.5% | 49.6% |
| Liabilities (as a % of assets) | 6.2% | 2.6% | 10.1% | 3.1% | 1.9% |
| Unrestricted net assets | $1,014,812 | $1,256,724 | $2,313,026 | $4,891,557 | $4,613,864 |
| Temporarily restricted net assets | $807,598 | $1,933,472 | N/A | N/A | N/A |
| Permanently restricted net assets | $224,217 | $224,159 | N/A | N/A | N/A |
| Total restricted net assets | $1,031,815 | $2,157,631 | $899,580 | $557,944 | $1,517,351 |
| Total net assets | $2,046,627 | $3,414,355 | $3,212,606 | $5,449,501 | $6,131,215 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Mr. Scott Cooper
MLM’s Executive Director began his leadership of the agency in September 2018. Mr. Scott Cooper has more than two decades of nonprofit leadership and fundraising experience in Kansas City, with specific focus on serving populations who are homeless or at-risk for homelessness. MLM is excited about its future under the leadership of Mr. Cooper and his commitment to building MLM’s brand and resources in the years to come.
Number of employees
Source: IRS Form 990
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Metropolitan Lutheran Ministry dba Metro Lutheran Ministry
Board of directorsas of 09/29/2023
Board of directors data
Mr. Erik Olson
Gear for Sports
Term: 2024 - 2022
David Anderson
KBS Constructors
J. Doug Clopton
University of Kansas
Kathryn Fuger
UMKC
Erik Olson
Gear for Sports
Travis Schram
Grata Development
Phil Kernen
Mitchell Capital Management
Robert Long
Economic Development Corp.
Tanya Sargeon
American Century Investments
Leslie Dickerson
Augeo
Tracy Kaufman
NeuNet Consultants
Mark Gash
Summit Pointe
Timothy Howard
Cogent Companies
Kelly Brende
Attorney at Law
Teresa Honeycutt
SafeHome
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 07/05/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2021, 2020, 2020, 2019, 2018
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