Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 8,450,412 | 7,370,760 | 8,284,345 | 8,885,287 | 12,724,258 | 45,715,062 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 8,450,412 | 7,370,760 | 8,284,345 | 8,885,287 | 12,724,258 | 45,715,062 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 1,495,364 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 44,219,698 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 8,450,412 | 7,370,760 | 8,284,345 | 8,885,287 | 12,724,258 | 45,715,062 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 1,747 | 9 | 2,589 | 4,868 | 4,262 | 13,475 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 7,105 | 7,755 | 2,613 | 18,813 | 33,118 | 69,404 |
| 11 | Total support. Add lines 7 through 10 | 45,797,941 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2016 | (b) 2017 | (c) 2018 | (d) 2019 | (e) 2020 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2020 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2020 |
(iii) Distributable Amount for 2020 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2020 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2020: | ||||
| a From 2015....... | ||||
| b From 2016....... | ||||
| c From 2017....... | ||||
| d From 2018....... | ||||
| e From 2019....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2020 distributable amount | ||||
|
i
Carryover from 2015 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2020 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2020 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2020, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2020. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2021. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2016..... | ||||
| b Excess from 2017..... | ||||
| c Excess from 2018..... | ||||
| d Excess from 2019..... | ||||
| e Excess from 2020..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 3 | Throughout the pandemic, Synergy has been committed to providing safety and stability for our clients and employees. Synergy was fortunate to obtain a PPP loan in April 2020 and received full forgiveness in June 2021. We were also able to obtain additional federal, state and local funds to meet our added costs and avoid any COVID-related layoffs during 2020-2021. While many of our staff were able to work remotely to safely sustain the agency's services, we paid hazard pay from March 2020 through February 2021 to staff working in person with clients primarily in our residential programs. We also were grateful that with community and governmental support, we did not have to reduce our workforce or furlough any employees. We also raised funds to introduce an agency-wide testing and tracing program through our Children's Mercy Hospital onsite clinic that kept our clients, staff and families safe by providing rapid response onsite testing, thereby reducing serious outbreaks and the need for extended quarantines. We also were able to sustain our mental health services throughout COVID largely through virtual care for clients residing within our programs as well as those obtaining outpatient and community-based services. Almost immediately in the spring of 2020 as families sheltered together to avoid COVID 19, the level of family violence began to rise significantly, and at the same time each of the community's domestic violence shelters was forced to reduce their census to allow for social distancing in what is traditionally a crowded environment. To address that situation, Synergy relocated many of our domestic violence clients and their children to extended-stay hotel space with kitchens under the assumption that the reduction in shelter beds for social distancing would be a relatively short-term solution. However, as we realized that a reduced shelter census and social distancing would be necessary to keep clients and staff safe over an extended time, we also began to realize that the use of hotels and more long-term housing was a much better solution in helping victims overcome domestic violence. Over the past months, we have developed a three-tier model in which the use of shelter is often an introductory short-term solution, the use of individual hotel space with wrap around mental health and case management services an intermediary solution, and the relocation of survivors into their own long-term housing the best solution for many domestic violence survivors and their children. In addition, we have provided comprehensive virtual therapy and case management for clients across our programs and outfitted both our staff and the clients with technology to address this need. We also expanded and relocated our apartment housing programs for homeless youth and provided a food box program for our youth and domestic violence housing programs, including the clients housed in the hotel, as well as community clients confronting food insecurity. However, despite Synergy's concerted effort to maintain and increase our services as needed during COVID, the demand for additional mental health services and the increasing rate of suicide ideation has been definitely impacted by the pandemic. It also has caused our waiting list for comprehensive mental health services to increase. We have refined our intake services to better triage cases on the wait list, but the added demand continues to be an increasing reality. We also have had to continue to reduce the footprint of our residential programs to provide for social distancing at a time when the demand for services continues to increase. |
| FORM 990, PART III, LINE 4A | FAMILY CARE THERAPY (CLINICAL SERVICES): CLIENTS REPRESENT A BROAD CROSS SECTION OF THE POPULATION SPANNING GENDER, AGE, RACE AND SIX COUNTY LINES. MOST CLIENTS HAVE ANNUAL FAMILY INCOMES OF LESS THAN $25,000 MAKING IT DIFFICULT TO ACCESS THE VARIETY OF SERVICES THEY NEED THROUGH TRADITIONAL MEANS. SERVICES ARE PROVIDED ON A SLIDING SCALE AND NO ONE IS TURNED AWAY FOR INABILITY TO PAY. A WELL FUNCTIONING FAMILY PROVIDES SUCCESS TO EACH OF ITS MEMBERS. WE OFFER INDIVIDUAL, GROUP AND FAMILY COUNSELING ON A STAND ALONE BASIS AS A PART OF OUR PROGRAMS, SUCH AS DOMESTIC VIOLENCE PREVENTION AND COUNSELING, TEEN PARENT SUPPORT, CHILDREN'S ADVOCACY CENTER (FORENSIC INTERVIEWING), AND THERAPY SERVICES FOR ALL OTHER PROGRAMMING WITHIN THE AGENCY. |
| FORM 990, PART III, LINE 4B | COMMUNITY EDUCATION INCLUDES SAFE PLACE STREET OUTREACH, THE YOUTH RESILIENCY CENTER AND SCHOOL BASED INTEGRATED SERVICES. COMMUNITY-BASED EDUCATION AND AWARENESS PROGRAMS ARE CRITICAL TO BREAKING THE CYCLE OF VIOLENCE. SYNERGY CONTINUOUSLY STRIVES TO UNDERSTAND THE IMPACT OF FAMILY VIOLENCE ON THE PSYCHO-SOCIAL DEVELOPMENT, MENTAL HEALTH, AND LEARNING CAPACITY OF A CHILD OR YOUTH. IN 2018, SYNERGY BEGAN ITS SCHOOL BASED INTEGRATED SERVICES (SBIS) PROGRAM IN JACKSON COUNTY, MISSOURI, TO PROVIDE STUDENTS EASIER ACCESS TO MENTAL HEALTH COUNSELING AND PREVENTION SERVICES. THROUGH A TRAUMA SENSITIVE SCHOOLS APPROACH, SBIS PROVIDES CRISIS COUNSELING, CASE MANAGEMENT, AND CLASSROOM CONSULTATION AIMED AT EARLY INTERVENTION AND PREVENTION OF BEHAVIORAL DISRUPTION. PREVENTION SPECIALISTS ASSIST ALL FACULTY AND STUDENTS TO GAIN A DEEPER UNDERSTANDING OF THE BRAIN'S RESPONSE TO TOXIC STRESS AND CONTINUOUS ADVERSE EXPERIENCES. IN ADDITION TO HEALING TRAUMA AND BUILDING RESILIENCY IN STUDENTS, SCHOOLS ARE ENGAGED TO DEVELOP A TRAUMA INFORMED CULTURE AT EVERY LEVEL OF SCHOOL FUNCTIONING. |
| FORM 990, PART III, LINE 4C | RESIDENTIAL PROGRAM SERVICES: RESIDENTIAL PROGRAM SERVICES INCLUDES SYNERGY HOUSE, DOMESTIC VIOLENCE CENTER, CHILDREN'S CENTER, TRANSITIONAL LIVING, AND HOTLINE PHONE CALLS. SYNERGY PROVIDES A SAFE, THERAPEUTIC ENVIRONMENT FOR CHILDREN BIRTH TO 22 TO BEGIN THE HEALING PROCESS AND TO GO ON TO LEAD HEALTHY, PRODUCTIVE LIVES. ON ANY GIVEN NIGHT, THERE ARE 2,000 TEENS LIVING ON THE STREETS, SLEEPING IN CARS, OR COUCH SURFING WITH FRIENDS BECAUSE THEY DO NOT HAVE A PLACE TO LIVE. THE YOUTH RESILIENCY CENTER(YRC) OPENED IN 2009 BRINGING TOGETHER COMPREHENSIVE SERVICES TO YOUTH FOR HEALING RELATIONSHIP VIOLENCE, SYNERGY PROVIDES THE SAFETY AND SUPPORT NECESSARY FOR ABUSED WOMEN AND THEIR CHILDREN TO MOVE BEYOND THE TRAUMA CAUSED BY AN ABUSIVE RELATIONSHIP. |
| FORM 990, PART III, 4D | OTHER PROGRAM SERVICES: SYNERGY SERVICES, INC. IS A LIFELINE FOR GREATER KANSAS CITY'S FAMILIES AND INDIVIDUALS IN CRISIS. FOR 50 YEARS, THE ORGANIZATION HAS REACHED OUT TO VICTIMS OF VIOLENCE, ABUSE AND NEGLECT AND PROVIDED CRISIS INTERVENTION, SHELTER, COUNSELING, MENTORING, COURT SERVICES, PREVENTION EDUCATION AND ADVOCACY. THROUGH A SERIES OF MERGERS OF SMALLER AGENCIES, SYNERGY GREW TO BECOME ONE THE KANSAS CITY'S LARGEST AND MOST COMPREHENSIVE SOCIAL SERVICE AGENCIES, PROVIDING A BLEND OF PROGRAMS AND PROJECTS TO OVERCOME DOMESTIC VIOLENCE, CHILD ABUSE, BULLYING, FAMILY DYSFUNCTION AND ADOLESCENT HOMELESSNESS. LOCATED LARGELY IN THE NORTHLAND, THE ORGANIZATION SERVICES CLIENTS OF ALL AGES FROM ACROSS THE METROPOLITAN AREA. TRUE TO ITS NAME, SYNERGY SERVICES DOES PROVIDE SYNERGY THE INTEGRATED WORK OF THE ORGANIZATION IS STRONGER AND MORE COMPLETE THAN ANY OF THE ORGANIZATION'S COMPONENT PROGRAMS COULD BE ON THEIR OWN. COMMITTED TO QUALITY CARE, SYNERGY SERVICES, INC. IS ACCREDITED BY THE COUNCIL ON ACCREDITATION (COA), LICENSED BY THE STATE OF MISSOURI, ACCREDITED BY THE NATIONAL CHILDREN'S ALLIANCE, CERTIFIED BY THE UNITED WAY, AND APPROVED BY DEPARTMENT OF HEALTH AND HUMAN SERVICES and THE MISSOURI DEPARTMENT OF MENTAL HEALTH. THE ORGANIZATION IS A MEMBER OF THE MISSOURI COALITION AGAINST DOMESTIC AND SEXUAL VIOLENCE, AND THE NATIONAL NETWORK FOR YOUTH. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FINANCE DIRECTOR GATHERS INFORMATION TO PREPARE THE FORM 990 TAX RETURN. THIS INFORMATION IS THEN GIVEN TO AN INDEPENDENT CPA FIRM TO PREPARE THE FORM 990 TAX RETURN. THE INDEPENDENT CPA FIRM PROVIDES THE FINANCE DIRECTOR WITH A DRAFT OF THE FORM 990. THE AUDIT COMMITTEE THEN REVIEWS THE FORM 990 AND PROVIDES THE CPA FIRM WITH A LIST OF COMMENTS AND SUGGESTIONS. ONCE THE AUDIT COMMITTEE AND THE CPA FIRM APPROVE THE FORM 990, THEN THE FORM 990 IS PRESENTED TO THE GOVERNING BOARD FOR A FINAL REVIEW PRIOR TO FILING THE TAX RETURN. |
| FORM 990, PART VI, SECTION B, LINE 12C | AT THE TIME OF HIRE OR ELECTION (IN THE CASE OF DIRECTORS) AND ANNUALLY THEREAFTER, THE OFFICERS, DIRECTORS, AND KEY EMPLOYEES SHALL PROVIDE THE APPLICABLE CONFLICT OF INTEREST DISCLOSURES WHICH SHALL BE COMPLETED TO IDENTIFY ANY RELATIONSHIPS, POSITIONS, OR CIRCUMSTANCES IN WHICH IT IS BELIEVED A CONFLICT MAY ARISE. IF A CONFLICT ARISES, THE OFFICER OR DIRECTOR ABSTAINS FROM THE VOTE OF THE CONFLICTED POSITION. KEY EMPLOYEES ARE NOT ALLOWED TO VOTE ON ORGANIZATION'S GOVERNING POLICIES. ANNUAL MONITORING AND REVIEW PROCEDURES SHALL BE PART OF THE ORGANIZATION'S COMPLIANCE PLAN. AN APPROPRIATE REPORT SHALL BE SUBMITTED TO THE EXECUTIVE BOARD CONCERNING ANY INTEREST DISCLOSED. |
| FORM 990, PART VI, SECTION B, LINE 15A | ON AN ANNUAL BASIS, THE BOARD OF DIRECTORS REQUIRE HUMAN RESOURCES TO PERFORM A SURVEY IN THE LOCAL AREA FOR OTHER NOT-FOR-PROFIT ORGANIZATIONS TO COMPARE SALARIES TO THE EXECUTIVE DIRECTOR'S COMPENSATION. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION'S GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST, BY WALK-IN, OR ON WEBSITE. |
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| Software Version: |