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As most readers of this wonderful newsletter know, COMMUNITY ASSISTANCE NETWORK is a private nonprofit community action agency. That designation carries many responsibilities and CAN,
throughout our 37 years, has worked tirelessly to live up to all of them. The newest challenge now facing the Board and staff is referred to as ROMA (romantic, eh!) – Results Oriented Management and Accountability. And, although ROMA may sound a bit romantic, its concept is firmly rooted in common sense.

Fortunately CAN is now in the position of formalizing an organizational activity that has been a prevailing practice for the agency, but without standardization. I am referring here to the process of evaluating
program outcomes on the services we offer. By this I mean, not just counting the number of persons served, but on assessing the impact the service(s) had on the recipient, the community and on CAN itself.
While CAN has always employed the use of evaluation tools in assessing our programs, they are normally developed on a project-by-project basis. This means that we are not easily able to compare program
successes and challenges encountered between our various programs. CAN will now begin to use ROMA for evaluating all of our services as will the 1,000 other community action agencies (CAAs) operating across the country. As each of us implements ROMA, we will be working toward six national goals for evaluating our respective service programs. One might say these goals are the glue that binds all our agencies together on a national scale.

There are two goals identified for the three major aspects of community action. These are: Family, Community, and Agency.

• GOAL 1 – Low income persons become more self-sufficient (FAMILY)
• GOAL 2 – Low income persons own a stake in their community (COMMUNITY)
• GOAL 3 – The conditions in which low income persons live are improved (COMMUNITY)
• GOAL 4 – Partnerships among supporters and providers of services to low income persons are achieved (AGENCY)

• GOAL 5 – Agencies increase their capacity to achieve results (AGENCY)
• GOAL 6 – Low income persons, especially vulnerable populations, achieve their potential by strengthening family and other supportive systems (FAMILY)

These six national goals convey the unique strengths that the broader concept of community action brings to the nation’s anti-poverty efforts. Even though each CAA has its own way to fight poverty, the six goals
unite us through three principles.

A) Focusing our efforts on client/community/organizational change, not particular programs or services. As such, the goals provide a basis for results-oriented, not process-based or program-specific plans, activities, and reports.
B) Understanding the interdependence of programs, clients and communities. The goals recognize that client improvements aggregate to, and reinforce, community improvements, and that strong and well-administered programs are the foundation.
C) Recognizing that CSBG (Community Services Block Grant – one of the central funding streams for all community action agencies) does not succeed as an individual program. The goals presume that community action is most successful when activities supported by a number of funding sources are organized around client and community outcomes, within an agency and with other service providers.

ROMA is a process just beginning at CAN. As we commence this activity, each client’s move toward social and financial stability (self sufficiency) will be tracked using a five-point scale: In Need, Vulnerable,
Safe, Stable, and lastly, Thriving. (FAMILY)

While this brief introduction to ROMA is obviously an oversimplification of a logical progression for measuring the services and outcomes of community action agencies, it is an extremely significant tool. And, CAN’s works does not stop here. After the client-related measurements are fully installed, there is an added component for evaluating the impact our programs and client services have on the COMMUNITY. And, we will still not be done! A third piece will measure the efficiency and effectiveness of CAN, the AGENCY.

Client (Family), Community, Agency … three outcome evaluations that will demonstrate to our funders, elected officials, community leaders, supporters and other valued partners, that CAN’s – along with
other community action agencies – services are critical to low-income families across the Nation. This process is a critical tool for evaluating CAN’s work not only externally but also internally and for discovering new and challenging ways to better our organization. Most important though, CAN is adopting new and improved methods for fighting the “War On Poverty” and continue in our mission of …“Helping People. Changing Lives.”

I read spy novels for enjoyment. A few years back one of them, I forget the title, detailed a particular torture called Death By A Thousand Cuts. It involved the torturer using a very sharp scalpel to make a thousand little cuts on the subject. The end result was a slow death due to massive blood loss. As we leave 2002, and the longer we go into 2003, the more I am struck by the notion that many nonprofit agencies, CAN included, and the low-income people we serve are “subjects” of a similar process.

The Federal, state and local governments that partially support our work are all experiencing budget problems. The foundations and corporations we also look to for funding are going through their own downward cycle. Individuals, faith-based groups, community organizations, etc. are all feeling the lint at the bottom of their pockets.

Our clients face similar shortfalls. Here the bus fare is raised 25 cents; there the non-subsidized portion of their rent is raised to $50; the water and sewer bill is going up for the sixth time in eight years; and, gas prices are at an all-time high. I could go on but I’m betting almost all of you already know what I am talking about.

Nobody I know of, other than those of us who experience it every day, keeps track of the cumulative effects of these cuts to an agency or families in need. No one has the tally sheet prepared so that some impartial referee will look at the bottom line and say, “enough is enough, start cutting someone else.” In other words, as with every other recession/depression/economic downturn, budgets will once again be balanced on the backs of those least able to afford it.

How come “a rising tide floats all boats” but the ebb tide does not sink all boats as well? Why do politicians and community leaders point to programs and agencies that serve the most vulnerable of our people and say, “We can cut here”? Why are projects that directly benefit low-income families the first on the chopping block?

That said, I do not want you to worry about CAN or the people who come to us for help in times of crisis. Throughout our 37 years we have found ways to overcome all challenges. The people we serve have time and again proven how resilient they are. Together, we will weather the current storms.

And it will be YOU, the folks who truly and continually support CAN’s programs that will make it possible for the agency and our clients to succeed. Your financial donations, your time and talents, your valued gifts form the basis of CAN’s status as THE safety net in Baltimore County. You enable us to continue “Helping People. Changing Lives.” Thank you for all you do because … Together, we make a difference!

CAN is pleased to announce two recent appointments to its Board of Directors. Wade Brown was appointed to serve as representative of the Private Sector. He brings to the Board vast knowledge and experience in both the private and nonprofit arena. Employed at Unilever for 15 years, Wade has served on the company’s Outreach Committee for 12 years and is currently serving as committee Chairperson. From this experience, Wade comes well prepared to contribute to the activities undertaken by CAN’s Board. Married and the parent of one child, Wade spends his off hours (time permitting!) enjoying time with his family and his favorite hobbies - computer graphics and sports.

Lisa Kernes, a resident of Essex, was appointed to represent the Community Sector. Lisa first came to CAN as an enthusiastic participant in our LIFE Skills Employment Training program. Through this positive experience, Lisa enrolled in the Community College of Baltimore County, Essex Campus, pursuing her interest in Business Management. When Lisa is not busy caring for her three children, working at her job, and attending school, she enjoys swimming, running and dancing. According to Lisa, she “loves to make a positive difference in someone’s life.”

CAN Board member, Janine Smith, was recently recognized for being named the recipient of Provident Bank’s inaugural Peter M. Martin Community Involvement Award. The award is named in honor of the
bank’s retiring CEO, Peter M. Martin, known for his commitment to personal and corporate volunteerism. Janine was selected for the award because of her longtime involvement in a number of volunteer projects. In addition to CAN, she volunteers at Our Daily Bread, the Salvation Army, the Red Cross, and is a team captain of the Habitat for Humanity building day. In acknowledgement of the award, Janine was presented a $500 check which she donated to CAN. Thanks Janine and CAN congratulates you on a well deserved award!

GOOD NEWS!
The end of year brought “good news” to two students at CAN’s After School program. A bicycle was presented to two young ladies for their exemplary behavior during the program year. Center Director, Renee Keaton reports, “each student improved her grades, was eager to learn the computer and use the Internet for researching school subjects, was supportive of her peers and willingly volunteered to help Center staff tidy up at the end of the program day.” Everyone at CAN congratulates these two lucky young students and for serving as a role model to others. We know they will keep up the good
work!

Throughout 2002, CAN was privileged to receive tremendous support from the community in the way of time, talents and resources. These gifts help make it possible for us to do what we do in responding to the needs of low-income residents. They are important to helping make the dreams and goals of our clients a reality.

During the recent holiday period, Baltimore County residents generously responded to the needs of others with gifts and donations to CAN. This support enabled us to help more than 1400 families in just one week. Special thanks is extended to COBCO for organizing community-wide food drives, to Southern Management Company and Key Landing Apartment Homes for sponsoring a first-time “Koat Drive, and to Unilever for their donation of home and personal care products and to the volunteers who lightened our burden for several weeks.

We offer our special thanks and gratitude to those who made monetary contributions to CAN. Although space does not permit us to list donors by name, CAN is strengthened by the outpouring of community support.

CAN also wishes to take this opportunity to thank the Baltimore Community Foundation, a collection of charitable funds benefiting the Greater Baltimore region, for recently awarding our agency a $5,000 emergency assistance grant from the Ens. C. Markland Kelly Jr.’s People’s Emergency Fund. This fund provides emergency grants for clients who have no other financial resources available and who are facing an immediate and personal crisis.