The document describes measures for comprehensive community action and outlines the MECCA framework. The framework includes 12 areas that community action agencies should manage comprehensively: [1] maximum feasible participation, [2] community engagement, [3] community assessment, [4] organizational leadership, [5] board governance, [6] strategic planning, [7] operations and accountability, [8] human resource management, [9] financial operations and oversight, [10] data and analysis, [11] vision and direction, and [12] results orientation. The areas are interrelated and must be managed with an understanding of their connections to ensure effective comprehensive community action.

1. Community Action
Development
Measures of Effective Comprehensive
Community Action

2. •Measures of
•Effective
•Comprehensive
•Community
•Action
MECCA

3. What is a MECCA?
•A place that attracts people of a particular
group or with a particular interest
•A place that is regarded as the center of an
activity or interest

4. Measures
• Measures - Dimensions, quantity, or capacity as ascertained by comparison
with a standard
• Music Measure - The metric unit between two bars on the staff; a bar

5. A capacity-building tool to help
ensure agencies not only operating
in accordance of the law, but also
using it are functioning at a high,
best practice level.

6. • Maximum Feasible Participation
• Consumer Input and Involvement
• Community Engagement
• Community Assessment
• Vision and Direction
• Organizational Leadership
• Board Governance
• Strategic Planning
• Operations and Accountability
• Human Resource Management
• Financial Operations and Oversight
• Data and Analysis
Theses areas do
not silo alone but
rather must be
managed with a
comprehensive
understanding of
their attachment.

7. But Why….
• The Organizational Standards came into being because of increased emphasis
on well-functioning, accountable agencies
• They will help the agency assess its practices and operations to see what is
going well and identify areas needing some strengthening.
• The directive from the funder is that agencies will be monitored using the
Community Action Organizational Standards. But more importantly they will
help the agency assess its practices and operations to see what is going well
and identify areas needing some strengthening. They were developed to help
the agency increase its capacity and have a solid organizational foundation to
operate programs from.

8. MAXIMUM FEASIBLE PARTICIPATION
Category One: Consumer Input and Involvement
• Standard 1.1 • private The Organization demonstrates low-income
participation in its activities.
• Standard 1.1 • public The Department demonstrates low-income
participation in its activities.
• Standard 1.2 • private The Organization analyzes information collected
directly from low-income individuals as part of the Community
Assessment.
• Standard 1.2 • public The Department analyzes information collected
directly from low-income individuals as part of the Community
Assessment.

9. MAXIMUM FEASIBLE PARTICIPATION
Category Two: Community Engagement
• Standard 2.2 • private The Organization utilizes information gathered from key
sectors of the community in assessing needs and resources. This would include
at minimum: community-based organizations, faith-based organizations,
private sector, public sector, and educational institutions.
• Standard 2.2 • public The Department utilizes information gathered from key
sectors of the community in assessing needs and resources. This would include
at minimum: community-based organizations, faith-based organizations,
private sector, public sector, and educational institutions.

10. MAXIMUM FEASIBLE PARTICIPATION
Category Three: Community Assessment
• Standard 3.1 • private The Organization conducted a Community Assessment and
issued a report within the past 3 years.
• Standard 3.1 • public The Department conducted or was engaged in a Community
Assessment and issued a report within the past 3 years, if no other report exists.
• Standard 3.2 • private As part of the Community Assessment, the Organization collects
and includes current data specific to poverty and its prevalence related to gender, age,
and race/ethnicity for their service area(s).
• Standard 3.2 • public As part of the Community Assessment, the Department collects
and includes current data specific to poverty and its prevalence related to gender, age,
and race/ethnicity for their service area(s).
• Standard 3.3 • private The Organization collects and analyzes both qualitative and
quantitative data on its geographic service area(s) in the Community Assessment.
• Standard 3.3 • public The Department collects and analyzes both qualitative and
quantitative data on its geographic service area(s) in the Community Assessment.

11. VISION AND DIRECTION
Category Four: Organizational Leadership
• Standard 4.2 • private The Organization’s Community Action Plan is outcome-based, anti-
poverty focused, and ties directly to the Community Assessment.
• Standard 4.2 • public The Department’s Community Action Plan is outcome-based, anti-
poverty focused, and ties directly to the Community Assessment.
• Standard 4.3 • private The Organization’s Community Action Plan and Strategic Plan
document the continuous use of the full ROMA cycle or comparable system (assessment,
planning, implementation, achievement of results, and evaluation). In addition, the
Organization documents having used the services of a ROMA certified trainer (or
equivalent) to assist in implementation.
• Standard 4.3 • public The Department’s Community Action Plan and Strategic Plan
document the continuous use of the full ROMA cycle or comparable system (assessment,
planning, implementation, achievement of results, and evaluation). In addition, the
Department documents having used the services of a ROMA certified trainer (or equivalent)
to assist in implementation.

12. OPERATIONS AND ACCOUNTABILITY
Category Seven: Human Resource Management
•Standard 7.9 • private The Organization
conducts or makes available staff
development/training (including ROMA) on an
ongoing basis.
•Standard 7.9 • public The Department conducts
or makes available staff development/training
(including ROMA) on an ongoing basis.

13. Operations and Accountability
Data and Analysis
• Standard 9.1 • private
The Organization has a system or systems in place to track and
report services customers receive.
• Standard 9.1 • public
The Department has a system or systems in place to track and
report direct services customers receive.

14. Operations and Accountability
Data and Analysis
• Standard 9.2 • private
The Organization has a system or systems in place to track
Family, Agency, and/or Community outcomes.
• Standard 9.2 • public
The Department has a system or systems in place to track
Family, Agency, and/or Community outcomes.

15. Operations and Accountability
Data and Analysis
• Standard 9.3 • private
The Organization has analyzed its outcomes within the past 12
months.
• Standard 9.3 • public
The Department has analyzed its outcomes within the past 12
months.

16. Operations and Accountability
Data and Analysis
• Standard 9.4 • private
The Organization submits its annual CSBG Information Survey
Data Report and it reflects organization-wide outcomes.
• Standard 9.4 • public
The Department submits its annual CSBG Information Survey
Data Report and it reflects CSBG-funded outcomes.

17. Effective
Successful in
producing a
desired or
intended
result.

18. How do we know when we are effective?
CAAs have historically measured things like:
the number of food baskets distributed
the number of Meals-on-Wheels delivered
the number of children attending Head
Start centers
the number of families receiving WIC
services
the number of adults attending GED classes
the number of clients served per day

19. Why is reporting on services provided by our
agencies not enough?

20. It is important that our agency staff and Board understands:
the community needs and resources,
the agency mission,
and the desired results that are to be achieved by agency activities
BEFORE you decide on what services and strategies you will support.
How will “lives be changed?”
In what ways will “communities be improved?”

21. We want to know:
The number and percentage of
low-income participants in
community action employment
initiatives who get a job or become
self-employed as measured by one
or more of the following:
A. Unemployed and obtained a job.
B. Employed and maintained a job
for at least 90 days.
C. Employed and obtained an
increase in employment income
and/or benefits.
D. Achieved “living wage”
employment and/or benefits.
Not just:
The number of low-income participants for whom barriers to initial
or continuous employment
are reduced or eliminated through assistance from community
action as measured by one or more
of the following:
A. Obtained pre-employment skills/competencies required for
employment.
B. Completed ABE/GED and received certificate or diploma.
C. Completed post-secondary education program and obtained
certificate or diploma.
D. Enrolled children in before or after school programs.
E. Obtained care for child or other dependant.
F. Obtained access to reliable transportation and/or driver’s license.
G. Obtained health care services for themselves or family member.
H. Obtained safe and stable housing.
I. Obtained food assistance.
J. Obtained non-emergency LIHEAP energy assistance.
K. Obtained non-emergency Weatherization energy assistance.
L. Obtained other non-emergency energy assistance
(State/local/private energy programs.

23. What are CAAs Results or Outcomes?
The Six National Goals
Goal 1. Low-income people become more self-sufficient. (Family)
Goal 2. The conditions in which low-income people live are improved. (Community)
Goal 3. Low-income people own a stake in their community. (Community)
Goal 4. Partnerships among supporters and providers of
services to low-income people are achieved. (Agency)
Goal 5. Agencies increase their capacity to achieve results. (Agency)
Goal 6. Low-income people, especially vulnerable populations, achieve their potential by
strengthening family and other supportive systems. (Family)

24. ROMA
How we do manage our practices
based on Results?
Results Oriented Management
and Accountability

25. But Why ROMA?

26. ….Because We Said We Would
In 1993, Congress passed the
Government Performance and
Results Act (GPRA)
The purposes of this Act are
• to improve Federal program
effectiveness and public
accountability
• by promoting a new focus on
results, service quality and
customer satisfaction.“
GPRA -- Section 2 (b) Purposes
In 1994, The Monitoring and
Assessment Task Force was
formed in response to GPRA.
•The Task Force produced a
National Strategic Plan which
endorsed a “results-oriented”
approach for CAAs.
•In the Strategic Plan, the MATF
identified six national goals, so
that all CAAs could talk about
their results using one or more of
these goals.

27. 27
Next, in 1998,
the CSBG Act was amended,
mandating implementation of a comprehensive
performance-based management system, “Results-Oriented
Management and Accountability,”
or ROMA,
across the entire Community Services Network.
Performance reporting, using ROMA,
from all partners in the Network
began October 1, 2001.

28. But ROMA is also sound
management practices…

29. WHY did it need a Next Generation?
• There are two components of ROMA – management and accountability.
• Unfortunately many agencies focus on the latter rather than the former. ROMA
NG is not anything; it is just a revival of the former. Additionally, the ROMA NG
project is helping Community Action to re-evaluate what is success and how we
will measure this aka why the performance indicators are being updated. RPICs
play a key role in helping ensure agency input is obtained aka a bridge between
the local and national levels, dissemination of pertinent information, and
provide training/technical assistance to aid agencies with ROMA Next
Generation.

30. *Julie Jakopic, Creating the Vision,
and Barbara Mooney, Community
Action Association of
Pennsylvania, created “Planning
for Results” in 2006 as a guide for
a results oriented planning
process. Initially for this
document, they developed the
ROMA Cycle to help contextualize
the planning process within the
full range of ROMA activities
identified in IM 49.

31. What does Management based on Results look like?
Provision of Services
• Organized to meet specific short
term services
• Provide Services because funding is
available
• Failure to link activities together to
form a comprehensive set of
services
• Unintended Consequences?
Strategic Thinking Model
• “Bundling of Services” to treat the
patient and not the ailment
• Must identify the combination of
services that are invoke change
• Outcomes not outputs
• Impact of creating community
engagement
• Strengthening of partnerships to
fill needs of bundle

34. STEP ONE: Assumptions
Theories on the causes of poverty are the foundation upon
which poverty reduction strategies are based.
The theories of poverty and beliefs Community Action bases is work on…
•Poverty Caused by Individual Deficiencies
•Poverty Caused by Cultural Belief System Supportive of Subcultures of Poverty •Poverty
Caused by Economic, Political and Social Distortions
•Poverty Caused by Geographical Disparities
•Poverty Caused by Cumulative Cyclical Interdependencies
•Poverty Caused by a Lack of Social Capital
•Poverty Caused by a Lack of Public Investment in key areas such as education and
healthcare
•Movement out of poverty is impeded by crisis and a lack of stability
•Anti-poverty interventions are most successful when the target audience is included in
shaping the intervention •Anti-poverty interventions are most successful when grounded in a
local community needs assessment

35. STEP TWO: Preconditions
The intermediate goals or MAJOR MILESTONES Community
Action believes come before achievement of its long-term goals…
Family
•The ability to meet family basic needs
•The ability to meet family basic needs without public or private assistance
•The ability to meet family basic needs without public or private assistance, and to
have sufficient discretionary income for savings and emergency expenses
Community
•Community services and resources are accessible and affordable for populations with
low incomes or other barriers
•The communities in which people live are improved
•Communities are supportive of family self-sufficiency for people with low incomes

36. STEP THREE: Interventions
The approach Community Action uses to reach its long-term
goals…
Community Action designs a range of “light touch” single service
interventions and “deep touch” intensive, comprehensive and
bundled service interventions to move families toward self-sufficiency
and communities toward revitalization. Community Actions “light
touch” and “deep touch” service interventions cover the nine CSBG
Service Categories included in the CSBG Statute (employment,
education, income management, housing, emergency service,
nutrition, linkages, self-sufficiency and health).

37. But how do we Get more
precise Development?

38. Comprehensive
Adjective
-Complete; including all or nearly all
elements or aspects of something: "a
comprehensive list of sources".
-Of large content or scope; wide-ranging.

39. *Julie Jakopic, Creating the
Vision, and Barbara Mooney,
Community Action Association of
Pennsylvania, created “Planning
for Results” in 2006 as a guide for
a results oriented planning
process. Initially for this
document, they developed the
ROMA Cycle to help contextualize
the planning process within the
full range of ROMA activities
identified in IM 49.

40. Comprehensive Agency Development
Personnel Evaluation
Leadership
Review
Leadership
Development
Plan
Succession
Plan
Staffing
Review
T&TA Plan
Operations
Procedure
Business Evaluation
Needs/ Market
Assessment
Strategic Plan
Program
Service Plans
Business Plan
Committee
Work Plans
Resource
Evaluation
Resource
Review
Resource
Development
Strategy
Revenue
Development
Strategy

41. Comprehensive Assessment
Agency
Evaluation
External Internal
Community Needs
Quantitative
Primary Secondary
Qualitative
Primary Secondary
Community Assets
Formal
Family
Services
Community
Opportunities
Informal
Family
Services
Community
Opportunities

42. Quantitative
Primary - Customers research using agency intake and
assessment forms and stored in PBJCEOC’s data system
– (e)logic Model Manager;
Secondary - Community research through multiple
Federal and other national data sources including use of
the Community Action Partnership community
assessment tool;
Qualitative
Primary - Public opinion through distributed surveys and
public forums.
Secondary – Public opinion through partnership
meetings and surveys

43. Planning to meet those Needs
What is the outcome we want? What is the changed life?
What service or group of services must we give them to have the best
opportunity to reach the outcome?
How many can we serve? (Budget)
How many do we project will have outcome?
Time Frame?

44. Outcome Indicator
Need: Customers lack a high school
diploma/GED
Desired Outcome: Customers obtain
a GED
Services: Combination of Income
(stipend payment), Child Care
(referral to partner agency that
provides subsidized care),
Transportation (bus voucher
provided by transportation
program) and Housing and
Education Services
How many can we serve: Budget =
admin + resource cost + staffing
opportunity (number of staff *
hours of operation)
How many do we project will have
an outcome: This is based on
either evaluation of our previous
programs or research of other
programs.
25 of 100 customers who receive
the combination of services will
obtain a GED in the program year.
We project 25/100 or 25% of the
program will produce a result

45. Performance Accountability
Measurement Tool Data Source, Data Collection Procedures, Personnel Frequency
A signed Baseline Matrix
including an Education Scale
showing 100 customers In-
Crisis with not High School
Diploma/GED
Data Source: Universal Data System
Personnel: Case Manager complete, Program manager review
Procedure: Case Manager will complete at first encounter, Program Manager will
review
At first encounter.
Quarterly review
A signed service plan that list
internal and external services.
Data Source: scanned into Universal Data System, client file
Personnel: Case Manager filed in client file, Program manager review
Procedure: Case Manager will complete at each encounter, Program Manager will
review
With a week of
first encounter.
Quarterly review
Payment records and receipt of
voucher payments
Data Source: scanned into Universal Data System
Personnel: Case Manager filed, Program manager review, Finance will combine all
payment cost
Procedure: Case Manager will complete at first encounter, Program Manager will
review
At completion of
service delivery
Follow – Up Assessment
Matrix
Data Source: Universal Data System
Personnel: Case Manager filed, Program manager review
Procedure: Case Manager will complete at first encounter, Program Manager will
review
Quarterly follow-
up, end of the 12
month period
record all 100
clients

46. Identified Problem,
Need or Situation
Service or Activity
Identify the # of clients
to be served.
Identify the time frame
for the project.
May also include the # of
units of service offered
Outcome
General statement of
results expected
Indicator
Projected # of clients
expected to achieve each
outcome divided by the
number served; the %
expected to achieve
Actual Results
The Actual # of clients
achieving the outcome,
divided by the number
served; the % of clients who
achieved each outcome
Measurement Tool Data Source
Include Collection
Procedure, Personnel
Responsible
Frequency of Data
Collection and Reporting
(1) Planning (2) Intervention (3) Benefit (4) Performance (5) Performance (6) Accountability (7) Accountability (8) Accountability
200 families will receive
housing assistance, July
1, 2007 -June 30, 2008
203 families actually
received housing assistance,
July 1, 2007-June 30, 2008
Families are at risk of
being evicted.
One month emergency
rent payment will be
issued for 150 families.
Families remain in their
own residence.
150 of 150, or 100%, of
families remain in their
own residence 30 days.
.
142 of 155, or 92%, of
families remain in their own
residence 30 days.
132 of 155, or 85%, of
families remain in their own
residence 60 days.
90 of 155, or 58% , of
families remain in their own
residence 90 days
Housing application.
Housing activity log.
Waiting list.
Client case record.
Case record. Data
entered into automated
case record at time of
encounter. Data entered
by CAA case-manager.
Data collected at time of
encounter.
Summary report
generated to supervisor
daily.
Weekly report generated
to department head
each Monday.
Monthly report
generated for executive
director.
Families are homeless. Emergency shelter will
be provided for 50
families.
Homeless families
obtain emergency
shelter.
50 of 50, or 100%, of
homeless families obtain
emergency shelter lasting
no longer than 30 days.
48 of 48, or 100% , of
homeless families obtain
emergency shelter lasting
no longer than 30 days.
Housing application.
Shelter log.
Client case record.
Case Record. Data
entered into case record
at time of encounter.
Data entered by shelter
case-manager.
Data collected at time of
encounter.
Daily electronic report
emailed to CAA at daily
close of business.
: To ensure that all families have access to safe, clean shelter. Proxy Outcome: None.
ROMA Logic Model 2.0A – Example
National ROMA Peer-To-Peer Training Program – Training Model – One Dimension
Organization: CAA Program: Emergency Housing  Family •Agency •Community

47. 47
How do
we track processes
from
front to back?

48. 48
Client-Centric Approach
Decouple information from separate programs
and combine into one data system. It means
beginning with the customer needs,
discovering services needed to overcome
roadblocks and obstacles, describing this
information clearly, and then exposing it to all
partners for customers’ success. In
understanding the customers’ information, we
need to ensure we maximize all resources to
develop the best possible opportunity for self-
sufficiency.

49. 49
To Start:
Do ONE
Baseline assessment,
use many times

50. 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.

51. Core Scales Verification
Core Scales Are Part of All Assessments
Employment NPI
Thriving
Full-time work above minimum wage with all employer
provided benefits
10 1.1A Pay Stubs (Place in file)
Safe
Full-time work above minimum wage with some employer
provided benefits
8 1.1A If self employed, income
tax forms) or quarterly
estimated payment
forms (Place in file)
Full-time work above minimum wage without employer
provided benefits
7 1.1A
Stable
Full time work at minimum wage with employer provided
benefits
6 1.1A
Full time work at minimum wage without employer
provided benefits
5 1.1A
Vulnerable
Part-time employment with benefits 4 1.1A
Part-time employment without benefits 3 1.1A
In Crisis
Unemployed with work history or skills 2 n/a
Unemployed without work history or skills 0 n/a
NA -1 n/a

52. 52
Dimensions
Benchmarks
Income Employment Housing Education Transportation Childcare
Thriving
(9-10)
> 200% of poverty adjusted
for family size. (10)
Full-time work above minimum
wage with employer-provided
benefits. (10)
Home Ownership (10A)
Condominium Ownership (10B)
Co-Op Home Ownership 10C)
Non-subsidized rental housing (10D)
Post-Secondary degree:
masters or doctorate. (10)
Post-Secondary degree: bachelors,
associates. (9)
Family members always
have transportation needs
met through public
transportation, a car, or a
regular ride. (10)
Child enrolled in unsubsidized,
licensed childcare setting of
own choice. (10)
Safe
(7-8)
Between 176%-200% of
poverty adjusted for family
size. (8)
Full-time work above minimum
wage without employer benefits.
(8)
Safe and secure non-subsidized housing, choices limited due to moderate
income, homeowner. (8A)
Safe and secure non-subsidized housing, choices limited due to moderate
income, renter. (8B)
Post high school vocational education,
non-college business, or technical or
professional training, or some college
credits. (8)
Family members have most
transportation needs met
through public
transportation, a car , or a
regular ride. (8)
Child enrolled in licensed,
subsidized child care of own
choice. (8)
Child enrolled in licensed,
subsidized childcare, limited
choice. (7)
Stable
(5-6)
Between 126%-175% of
poverty adjusted for family
size. (6)
Full-time work at minimum
wage with employer-provided
benefits. (6)
Full-time work at minimum wage
without employer provided-
benefits. (5)
Safe and secure subsidized Section 8 housing. (6A)
Safe and secure subsidized rental apartment. (6B)
Safe and secure subsidized public housing. (6C)
High school diploma or G.E.D. (6) Family members have
some transportation needs
met through public
transportation, a car, or a
regular ride. (6)
Child provided childcare by a
family member or friend. (6)
Prevention Line Prevention Line Prevention Line
Vulnerable
(3-4)
Between 100%-125% of
poverty adjusted for family
size. (4)
Part-time employment with
benefits. (4)
Part-time employment without
benefits. (3)
Safe and secure transitional housing. (4)
Unaffordable home (3A)
Unaffordable non-subsidized rental (3B)
Unaffordable subsidized rental (3C)
Temporary shelter (3D)
Reading, writing, and basic math skills
present, possible TABE, no high school
diploma or G.E.D. (4)
Family members rarely
have transportation needs
met through public
transportation, a car, or a
regular ride. (3)
Child on waiting list for
enrollment in childcare. (3)
Feb. 1 Feb. 1 Feb. 1 Feb. 1 Feb. 1
In-Crisis
(0-2)
Between 50%-100% of
poverty (by family size.) (2)
Between 0% - 49% of poverty
(by family size) 0
Unemployed with work history
and skills. (2)
Unemployed without work
history or skills(0)
Living with relatives (2)
Substandard or unsafe housing (1)
Homeless (0)
Reading, writing, and basic math skills
absent. (0)
Family members do not
have public transportation,
a car, or regular ride. (0)
Child not enrolled in childcare.
(2)
Child enrolled in unregulated or
unlicensed childcare facility. (0)
Feb. 1

53. WE
MUST
DEMAND
IT!
53
Follow Up, Follow Up, Follow Up

54. 54
Dimensions
Benchmarks
Income Employment Housing Education Transportation Childcare
Thriving
(9-10)
> 200% of poverty adjusted
for family size. (10)
Full-time work above minimum
wage with employer-provided
benefits. (10)
Home Ownership (10A)
Condominium Ownership (10B)
Co-Op Home Ownership 10C)
Non-subsidized rental housing (10D)
Post-Secondary degree:
masters or doctorate. (10)
Post-Secondary degree: bachelors,
associates. (9)
Family members always
have transportation needs
met through public
transportation, a car, or a
regular ride. (10)
Child enrolled in unsubsidized,
licensed childcare setting of
own choice. (10)
Aug. 1
Safe
(7-8)
Between 176%-200% of
poverty adjusted for family
size. (8)
Full-time work above minimum
wage without employer benefits.
(8)
Safe and secure non-subsidized housing, choices limited due to moderate
income, homeowner. (8A)
Safe and secure non-subsidized housing, choices limited due to moderate
income, renter. (8B)
Post high school vocational education,
non-college business, or technical or
professional training, or some college
credits. (8)
Family members have most
transportation needs met
through public
transportation, a car , or a
regular ride. (8)
Child enrolled in licensed,
subsidized child care of own
choice. (8)
Child enrolled in licensed,
subsidized childcare, limited
choice. (7)
Aug. 1 Aug. 1 May 1
Stable
(5-6)
Between 126%-175% of
poverty adjusted for family
size. (6)
Full-time work at minimum
wage with employer-provided
benefits. (6)
Full-time work at minimum wage
without employer provided-
benefits. (5)
Safe and secure subsidized Section 8 housing. (6A)
Safe and secure subsidized rental apartment. (6B)
Safe and secure subsidized public housing. (6C)
High school diploma or G.E.D. (6) Family members have
some transportation needs
met through public
transportation, a car, or a
regular ride. (6)
Child provided childcare by a
family member or friend. (6)
Aug. 1 Aug. 1 May 1 Aug. 1 May 1
Prevention Line Prevention Line Prevention Line
Vulnerable
(3-4)
Between 100%-125% of
poverty adjusted for family
size. (4)
Part-time employment with
benefits. (4)
Part-time employment without
benefits. (3)
Safe and secure transitional housing. (4)
Unaffordable home (3A)
Unaffordable non-subsidized rental (3B)
Unaffordable subsidized rental (3C)
Temporary shelter (3D)
Reading, writing, and basic math skills
present, possible TABE, no high school
diploma or G.E.D. (4)
Family members rarely
have transportation needs
met through public
transportation, a car, or a
regular ride. (3)
Child on waiting list for
enrollment in childcare. (3)
May 1 Feb. 1 May 1 Feb.
1
May 1 Feb 1 Feb. 1 Feb. 1
In-Crisis
(0-2)
Between 50%-100% of
poverty (by family size.) (2)
Between 0% - 49% of poverty
(by family size) 0
Unemployed with work history
and skills. (2)
Unemployed without work
history or skills(0)
Living with relatives (2)
Substandard or unsafe housing (1)
Homeless (0)
Reading, writing, and basic math skills
absent. (0)
Family members do not
have public transportation,
a car, or regular ride. (0)
Child not enrolled in childcare.
(2)
Child enrolled in unregulated or
unlicensed childcare facility. (0)
Feb. 1

56. What makes Community Action so Special?

57. We can’t forget the Community Goals!
Goal 2. The conditions in which low-income people live are improved.
Goal 3. Low-income people own a stake in their community.

58. However, it is an important part of our original mission to help improve
communities so that low income people have opportunities to improve
their lives.
Community goals are often the hardest to define.
This means that they are also the hardest to identify
results and indicators.

59. Low-income people volunteer and participate in formal public organizations,
government, boards or councils that provide them the ability to be involved
in decision-making and policy setting activities.
Low-income people participate in advocacy activities.
Help persons of low income to start a businesses or have access to homes in
their communities.
Some examples of increased community participation:

60. Don’t forget the Agency Goals!
Goal 4. Partnerships among supporters and providers of services to
low-income people are achieved.
Goal 5. Agencies increase their capacity to achieve results.

61. Not just the number, yet the
evaluation of the results of these partnerships.
What is better as a
result of this
partnership?

62. Implementing ROMA in our agency:
What are the measures you are listening
for as you oversee our agency?
What are the steps you need to take to
assure that ROMA is integrated into the
operation of our agency?

63. MECCA
Measures - quality to a standard
- commit to the process as you remain
creative from within it (CAA Standards)
Effective - focus on production of Results (ROMA)
Comprehensive - Develop the agency, not a program
Community - Create opportunities
- Successful Measured Partnerships
Action - Assessment, Planning, Implementation,
Achievement, Evaluation, Repeat

64. Produced in Partnership with the following: