CFUF 2019 Impact Report

ALL IN 2019 IMPACT R E POR T

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20 Y CFUF 2019 IMPACT REPORT

YEARS 3

Who We Are OU R CORE MISSION I S TO ST RENG THEN U RBAN COMMUNITIES

BY HE LP I NG FATHER S AN D FAM IL IES ACHIEVE STABI LI T Y A ND ECON OM IC SUCCESS.

CFUF 2019 IMPACT REPORT

The Center for Urban Families (CFUF) is a leading voice in the national conversation on responsible fatherhood. An advocate for child support reform in Maryland. A resource that helps nonprofits across the country strengthen low-income families. And a support network for Baltimore’s most vulnerable citizens.

What an incredible 2019. After years of practicing a unique approach to human services and workforce development, we formalized our ALL In strategy and began implementing this new model to its operational framework in January. This effort has entailed developing a new intake process, launching our integrative approach to case management, establishing a centralized case management unit structure, and creating a system to collect and analyze data that allows us to glean deeper, quantitative insights to inform our decision-making.

Has this been easy? No. Has it been rewarding? You bet. In fact it’s been complicated, challenging, illuminating, and refreshing, all at once. With the passion and patience of the team, and the perseverance of Catherine Pitchford (our longtime colleague who was promoted to Director of Programs and tasked with moving ALL In to launch), we have already begun to see results. In response to data on recruitment numbers, a team member initiated a complete organization-wide outreach event called the “March for Opportunity” with individuals from across the Center for Urban Families hitting our neighboring streets and engaging with residents about our services. The event kick-started our Summer 2019 Outreach Campaign, “ALL In For Opportunity,” aimed to bring a message of hope to our West Baltimore neighbors. Throughout the summer and leading into the start of the new school year, we conducted Outreach “Jump Outs” and hosted a closing community party with food, games, and give-aways at our home building.

We also broke bread with our members at the first of many Member Circle Dinners to discuss our progress to date and provide a platform for them to voice their ideas and experiences to help inform our work moving forward.

We believe that by immersing ourselves with our neighbors, we are sending

“O UR S IN G UL AR FO CUS IS TO DIS M AN TL E POVER T Y. O UR ALL IN STR ATEGY WIL L HEL P US ACHIEVE IT.”

a powerful message that CFUF believes in Baltimore and that her residents have the ability to achieve success and stability with the right supports.

The start of 2019 marked the 20th anniversary of CFUF— a humbling milestone as we reflect on all that we have accomplished to date and the work that we still have yet to do. We continue to be driven to dismantle poverty and build communities of hope by removing obstacles to prosperity. Our collective voices are even stronger in advocating for policies that we believe promote family stability and economic success as well as equity and racial justice. We’re focused on creating more economic mobility options for our members and are working hard to materialize the huge body of work in our pipeline with the collaboration of our generous partners.

In the pages that follow, you will find more exciting news about our progress, as well as the plans for the next 20 years of CFUF, and you will meet some of the amazing individuals who are creating a more equitable future for our communities.

Thank you for being on this journey with us. Your continued support and partnership fuels the work that we do, and empowers our members to recognize their potential and realize their dreams. We’re ALL In this together.

Joseph T. Jones, Jr. Founder/President/CEO

5

1999 11,000

SQ UA R E FOOT FACIL IT Y ON DRU I D PA R K D R IVE

233

P ROGR A M GRADUATES

12

F UL L-TIME STA FF

1

ST RI V E B A LTIMOR E PROGR A M A ND M E N’S SER VICES ®

CFUF 2019 IMPACT REPORT

A HANDFUL OF CHANGE AGENTS REALIZED ONE MAN’S BIG VISION TO CREATE AN EPICENTER ADDRESSING BALTIMORE’S MOST PRESSING ISSUES

2019 A WHOLE GENERATION OF BALTIMOREANS HAVE ENGAGED, STRIVED, AND THRIVED WITH US—AND WE’RE JUST GET TING S TARTED

32,000

S QUAR E F OOT FACILIT Y O N N ORT H MONROE STREET

362

PR OGR AM GR AD UATE S

40

F U LL-TIME S TAF F

A LEADING HUMAN SERVICES STRATEGY

4 ECONOMIC SUCCESS AND FAMILY STABILITY PR OGR AMS

+

1 N ATIO N AL PR ACTITION E R S LEADERSHIP INSTITUTE

7

WITH YOUR SUPPORT 351

J OB PL ACE ME N T S

67,367

CH ILD R E N’ S LIV E S HAVE BEEN TOUCHED

4,508

F U LL-TIME J OB S H AV E B E E N S ECU R E D

30,502

MEN’S AND WOMEN’S L IVES HAVE B EEN TR A NSFOR MED

2

HOMES HAVE BEEN PURCHASED BY MEMBERS THROUGH HOMEBUYING ASSISTANCE PROGRAM

MEMBERS’ HOURLY WAGES HAVE INCREASED TO:

$12.33 AV E R AGE WAGE

$17.57

IN TRANSPORTATION INDUSTRY

$18.50

IN MANUFACTURING INDUSTRY

Data represents 1/1/2018–12/31/2018

CFUF 2019 IMPACT REPORT

OUR WORK IS POSSIBLE Economic Success Programs A COM P REHENSIVE APP ROACH TO HEL P M E M BE RS FIND, KEEP, AN D SU CCEED IN LI VI N G-WAGE JOB S

Family Stability Programs

National Services

COR E IN TE R V E N TIO N S A ND E D U CATIO N TO STR E N GTH E N B A LTIMOR E FAMILIE S

IN ITIATIV E S TO S PR E AD O U R IMPAC T AN D E XPAN D O U R R E ACH B E YO N D TH E CE N TE R ’ S D O OR S

• Baltimore Responsible Fatherhood Project

• Practitioners Leadership Institute

• Couples Advancing Together

• STRIVE Baltimore ®

• STRIVE® Future Leaders • Back To Business

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ALL IN CFUF 2019 IMPACT REPORT

For self. For family. For future.

BY COMB IN IN G E V E RY TH IN G W E H AV E L EA R NED FR OM 2 0 YE AR S O F H U MAN SE R V ICE S A ND WOR KFORCE D E V E LOPME N T PR ACTICE S, O U R S T R AT E G Y TA C K L E S T H E C Y C L E S O F INEQUITY THAT EXIST IN SO MANY PLACES. ALL In is defined by our key critical components: Continual assessment on the 10 common barriers to self-sufficiency; Progress tracking along a continuum from crisis to thriving; Empowering case managers with real-time data.

We believe that this is not just a strategy for CFUF but a vision to elevate and empower fathers, families, and communities everywhere.

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ALL IN Since 1999, we have seen first hand

and economic opportunity and

to propel a person to a different

how our efforts have strengthened

advocate for policies that promote

destination. Research also showed

the communities we serve. At the

equity and racial justice. Leveraging

that a person’s journey with CFUF

Center for Urban Families, we

20 years of positive impact and

averages 3–5 years of high-level

know that this impact is the result

applied learnings, the ALL In

case management support, and

of hard work and unwavering belief

strategy targets two critical areas:

the integration of organizational

in the power and potential of all

chronic unemployment and family

touchpoints across that timeframe

people. We also know that we

instability. The approach links

yielded greater success rates.

have stayed vigilant in maintaining

individual accountability, person-

Equipped with this knowledge,

the aspects of our organization

centered case management,

our Senior Leadership Team went

that make us unique and have

and supportive networks with

offsite for three days to design the

empowered us to empower our

workforce development training,

components of the ALL In strategy

members.

education, and civic engagement.

and a business model that would

This past year, we implemented

Formalizing our approach was

our ALL In strategy — an approach

fueled by an in-depth look at how

In January, we launched a new

that we have in fact been

we’re serving and impacting our

intake process for our members

practicing for years but formalized

members. Analyzing intake and

evaluating and scoring them

across all aspects of our programs.

outcome data, we recognized

across 10 common barriers to

ALL In is CFUF’s comprehensive

that just focusing on economic

self-sufficiency, tracking their

strategy to accelerate social

self-sufficiency wasn’t enough

progress along a continuum scale

CFUF 2019 IMPACT REPORT

support the implementation plan.

from “crisis” to “thriving,” and

each of our members through

data analytics, strengthening our

reassessing their status at 6-month

our Apricot data management

partner relationships, and providing

intervals. We removed silos in

system. Using this data collection

more effective services to support

the organization, centralized our

system to benchmark a member’s

our members along a clearer

case management function, and

progression against scalable

economic mobility continuum.

conducted bootcamp training

markers allows our case managers

on the new approach along with

to see, at a glance, the specific

assessments of case manager-

barriers that are getting in the way

to-member interactions. While

of each member’s advancement

this level and intensity of case

and empowers them to intervene

management isn’t for everyone,

with targeted support informed by

it has long been a secret to our

quantitative insights.

success, and the benefits of this integration are already palpable.

While we are still in the beginning phase, we’re confident in the long-term outcomes of the ALL In strategy, and how it will help dismantle poverty and build long-term social and economic prosperity that will result in brighter

Through the implementation

futures for our members, their

of our ALL In strategy, we’re

families, and the communities in

Substantially increasing our

looking at progress indicators

which they live.

capacity as an organization has

differently and reframing how

been the introduction of real-time

we engage with our members.

access to data and case notes on

We’re amplifying our impact with

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OUR STORIES Our members are the driving force of CFUF. Their perseverance and accomplishments bring to life the impact of the Center and the support of our partners. Our goal is to equip our members with the resources that empower them to become change agents able to transform their lives, families, and communities. Every day, as a member secures full-time employment, a youth is accepted into college, and a couple stabilizes a healthy relationship and home, we are reminded of the hope and promise that lies before them.

CFUF 2019 IMPACT REPORT

DAVID ANDERSON “IT’S AMAZING HOW MANY PEOPLE ARE WILLING TO HELP YOU ONCE YOU’RE WILLING TO HELP YOURSELF.”

People who knew me before I got

I’ve now

sober didn’t think I was going to

owned

last once I finally did. I can’t blame

my own

them. My past was so messed up.

business

One of my darkest moments was

for over

when my grandson asked, “Pop

five years

Pop, when are we going to come

covering

over to your house?” I had to lie and

25–30

tell him it wasn’t ready yet, when in

homes and

fact, I was homeless. This interaction

businesses each month all over

stuck with me for a long time, and I

Maryland, including CFUF board

knew I had to get myself together.

members and staff as well as providing the pest control and

money. I visit the Center often and speak to motivate people to do life a better way. I use my story to inspire honest change.

I entered drug and alcohol

extermination services for the

Being a role model isn’t easy and

treatment 15 years ago. CFUF

CFUF building. It’s amazing how

life is still a struggle every day,

came to the program recruiting

many people are willing to help you

but now I’m not adding more

people who wanted a chance

once you’re willing to help yourself.

complications to it. When I bought

to change their lives. In 2006, I

Even recently, CFUF gave me a

my house five years ago with

completed the STRIVE® program,

desktop computer, so all I had to

the help of CFUF’s home buying

and CFUF helped me find

buy was a printer. They are always

assistance grant, the first thing

employment upon graduating.

helping me move forward—like a

my grandson did when he came

family that doesn’t give up on you.

over was run and jump on me.

After working for a pest control company for a few years, I decided

When I was in drug treatment they

to open up my own business, and

taught, “Change people, places,

CFUF was there for me again when

and things.” Once I started at

I needed them. Miss Arielle and Miss

CFUF, I finally understood what

Pitchford made me flashcards to

this meant. If you change, other

study for the specialized licensing

people will change. If you change

and certification exams, and would

what you’re doing in a place, it’s a

randomly quiz me in the hallways of

different place. You’re supposed

the Center to prepare me.

to earn things—you don’t keep fast

Laughing, I asked him why he did that and he said, “I know you got me Pop Pop.” It was a special moment because I had a house and it was finally ready for him to come over. Kids remember when you say things, and you’ve gotta keep your word.

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SANTORIO MARTIN “HOW DID I GET SO LUCKY TO BE INVOLVED IN THIS? IT’S BECAUSE OF CFUF.”

Last year I said, “I’m rebuilding a

grow within your field. Obtaining

open up all the doors for you,

way of life that a lifetime ago I

this degree will also help me with

but you’ve got to walk through

was the destruction of,” and I’m

a potential $30k raise. That ain’t

them. My story is an example of

proud to report that I’m still moving

chump change! Currently, as an

going from a knucklehead street

forward even stronger. I purchased

Assistant Superintendent, I oversee

dude to a respected businessman.

a home for my family with the help

a team of 200+ on some really

It’s possible, and trust me—if you

of CFUF’s home buying assistance

cool projects. Six months ago we

can run a block, you can run a

grant, my baby girl has been

completed the new innovation lab

business. It requires a change in

accepted into an exceptional Pre-K

in College Park—a state-of-the-

mentality and giving yourself a

program at Loyola Early Learning

art facility with 3D graphics

chance. You keep moving one foot

Center, and I’ve even been able to

and an interactive wall for data

in front of the other and when you

travel to both Mexico and Jamaica.

visualization. It blew my mind and

reach a roadblock, you reach out

I kept thinking, “How did I get so

to CFUF, your support network.

Starting this fall, I’m enrolled at the Community College

lucky to be involved in this?”

of Baltimore County to begin

It’s because of CFUF. They’ve

working towards my Associate

never given up on me even when

Degree in Construction. My

I’ve been a pain at times. Now

employer, Whiting-Turner, puts

serving as an ALL In advisor, I tell

great emphasis on continuing to

the new members that CFUF will

CFUF 2019 IMPACT REPORT

“CFUF HELPED ME BECOME THE WOMAN THAT I AM TODAY.”

KYEONIA MCIVOR to walk through CFUF’s doors, it helped me accept others and realize there is no shame in asking for help. As the saying goes, “A closed mouth never gets fed.”

The team at CFUF will never steer you in the wrong direction. Miss Pitchford is like a second mother to me, and Mr. Cooper is the About six years ago, I was out of a

STRIVE , they helped me find a

grandfather that I’ve never had.

job and living at my aunt’s house

job as a medical assistant, put

He’ll always tell you the truth and

with my 3 year-old baby girl. At

me through driving school, and

calls it like it is, and while he’ll

22, I knew there was more that

helped me with the application

let you cry on his shoulder, he

I wanted out of my life. Social

for Vehicles for Change to get

won’t take back what he said. To

services would provide daycare

an affordable car. Beyond these

have these people and these free

vouchers, but I had to complete

tangible supports, they helped

resources right here in Baltimore is

a work program to access them.

me become the woman that I am

a true blessing to our communities.

I couldn’t find a program that I

today. Before STRIVE , my pride

A lot of young people in this city

wanted to attend—all of the options

was through the floor. There is a

go through social services just

were motiveless and uninspiring.

day during the course where every

to get to the next step, but CFUF

Then I saw a flyer for STRIVE®.

member has to stand up and tell

offers an opportunity for lifelong,

a personal life story to the entire

transformational change.

What CFUF has done for me

group. Listening to my peers, and

is incredible. Upon graduating

learning what it took for them

®

®

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LINDA SCRUGGS is huge, and I learned how to be more rational, to not be so quick to fly off the handle and go on the defense all the time. I graduated the program in 2013, got a job, and got married all in the same year. Talk about milestones!

STRIVE® was very instrumental in

“THE STRIVE ® PROGRAM TRULY GAVE ME A SENSE OF MYSELF.”

People from all walks of life come

the positive changes in my life,

to CFUF and the Center welcomes

and I am forever grateful.

you just the same. There isn’t a single person there that I can honestly say does not enjoy what they do. You feel it the second you walk through the doors. They care deeply and are ready to help with whatever it is they can help with.

your program though—they are a lifelong support resource. When I was recently at the Center, I told Miss Pitchford how I needed a new suit for an upcoming job interview, but new suits can be

Despite having a BA degree and

expensive. She showed up the

working all of my life, I couldn’t

next day with a suit for me to

find a job after I was laid off

borrow out of her own closet.

when my company moved their headquarters to Kansas City. That’s when a friend told me about STRIVE®. The program and the people truly gave me a sense of myself. They provided guidance and taught me about things that I wasn’t even aware of. Attitude

CFUF 2019 IMPACT REPORT

CFUF doesn’t stop when you finish

I tell young people I meet about STRIVE® and the impact CFUF can have on your life. I empower them with knowledge and hope to inspire change.

I became involved with CFUF

opportunities. I’m now working

by way of the Port Covington

with two researchers on a drone

Manufacturing Bootcamp. I knew I

transport project at OpenWorks

wanted to expand my knowledge

(a maker space similar to The

base so I went straight there and

Foundery), and with a veteran-

asked, “How do I get in?” To do

owned real estate company.

so, I had to complete the STRIVE® program at CFUF. At the time, engaging in a 3-week program without pay was going to hurt, but I had to keep the bigger picture in mind. I signed up and it turned out to be one of the better decisions I’ve made for myself.

People are still reaching out asking me to work with them, and I can’t help but to think back to the day I agreed to go through STRIVE®. I credit a lot of my current success to CFUF, but they won’t let me give them too much credit. They remind me of the work that I put

I took away more from that

in myself. Most of the team at

STRIVE experience than I thought

CFUF have similar backgrounds to

I would, but I had to humble myself

us—they’ve been in our shoes. So

first. I found out about things

you can’t tell them they don’t know

that I wasn’t even aware of. My

what you’re going through. They

habits, the ways in which my past

have an authenticity that you can’t

impacted how I carried myself in

fake. Once you realize that, you

the present and, of course, my use

can either step up or step aside.

®

of what I came to learn was my “Game Face.” It’s like finally looking in the mirror and deciding not to ignore what you see.

After STRIVE®, two weeks into the Manufacturing Bootcamp, I was

“IT’S LIKE FINALLY LOOKING IN THE MIRROR AND DECIDING NOT TO IGNORE WHAT YOU SEE.”

ERIC SMITH

offered a job at The Foundery as a fabricator. Soon enough, I started to take over more of the operations, education, and training, and eventually ran the workforce development program that was in partnership with CFUF. When the shop closed this past April, CFUF immediately started connecting me with other employment

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ALL IN “JOE WAS THE ONE WHO COULD STAND IN FRONT OF THEM AND SAY, ‘DO NOT MISS THE OPPORTUNIT Y THAT IS IN FRONT OF YOU RIGHT NOW. IF YOU DO, YOU HAVE NOBODY TO BL AME BUT YOURSELF.’” is going to do the hard work for them. I love that about Joe—he’s no-nonsense. His differentiation of a person who wants to change

TIM REGAN

P R E S I D E NT + C EO, W HITING -T URNE R

their life, and build on a solid foundation of integrity, honesty, and commitment, from someone who is looking to game the system at every angle requires tough love.

CFUF brings this front-end vetting

Quite a few years ago, as I was

about doing something different

with soft-skills training as part of

driving to a construction site

that lifts up Baltimore. TouchPoint

their ALL In strategy. They show

listening to NPR, they were doing a

was born from the idea of creating

their members that this is the world

feature on CFUF interviewing Joe

a place within local neighborhoods

you were in and this is the world

Jones. I thought, “Who is this guy? I

that nurtures collaboration among

that you’re heading towards. We’ve

need to meet him,” and put it in the

resources that enable individuals

adopted many of these techniques

back of my mind.

and communities to thrive.

at TouchPoint Baltimore. Recently,

Once Joe and I finally met years

CFUF and Joe were a natural

later, we shared our life stories and

fit as non-profit partners with

Joe said, “I don’t know why we

TouchPoint Baltimore filling our

met, but I’m pretty sure I’m going

fatherhood piece. Very quickly,

to find out.” The game-changer

after a person is brought into

happened three years ago when I

Joe’s sphere of influence, there’s

co-founded TouchPoint Baltimore

a responsibility required of them.

with Calvin Butler of BGE. Calvin

He lets them know that help and

and I had been thinking for years

opportunity are there, but no one

CFUF 2019 IMPACT REPORT

in our Skills for Success program, that matches up a group of 8th grade boys with mentors, Joe was the one who could stand in front of them and say, “Do not miss the opportunity that is in front of you right now. If you do, you have nobody to blame but yourself.”

TOM GEDDES C EO, P L ANK IND U S TRIES “THE SYNERGY FROM THE MANUFACTURING BOOTCAMP EXEMPLIFIES THE IMPACT THE CORPORATE AND NON-PROFIT WORLDS CAN GENERATE THROUGH ACTIVE COLLABORATION.”

I’ve known Joe for several years

Our professional partnership

and have long admired the

with CFUF formalized with the

beacon of hope and opportunity

Port Covington Manufacturing

the Center for Urban Families is

Bootcamp. This pilot program

for our Baltimore communities.

afforded us the opportunity to

CFUF tackles the seemingly

explore the needs of providing

insurmountable challenges

marketable hard skills to a cohort

faced by some of our urban

of young men navigating different

neighborhoods, and the success

challenges, and dovetailed very

of many of the folks served by

effectively with CFUF’s soft skills

the Center is the reason why

preparation. As one example of a

we find ourselves in partnership

tangible outcome, the installation

with them. Plank Industries has

of the whiskey barrel head wall

been a proud supporter of CFUF’s

on the second floor of Rye Street

work in human services and

Tavern was completed by a

workforce development and it is

CFUF cohort. The synergy from

our pleasure to donate another

the Manufacturing Bootcamp

$300,000 to help fund the

experience exemplifies the impact

continuation of their efforts.

the corporate and non-profit worlds can generate through active collaboration.

We’re excited to see how our continued partnership with CFUF in workforce development evolves as Port Covington comes to life.

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“CFUF’S ALL IN STRATEGY PUSHES ECONOMIC AND SOCIAL IMPACT EFFORTS TO THE NEXT LEVEL THROUGH RESOURCE SHARING AND STRONG PARTNER AFFILIATIONS.”

MICHAEL THOMAS VP, WORKFORCE DEVELOPMENT AND CONTINUING EDUCATION, BALTIMORE CITY COMMUNITY COLLEGE Baltimore City Community College

BCCC has been a CFUF partner

the traditional training programs,

and the Center for Urban Families

on the continuing education

to highlight the strengths of both

share a common goal: meet folks

side for many years, referring

our organizations and bring more

where they are and get them

students into CFUF’s workforce

viable results for the members and

where they need to be. An attribute

programs, and as an academic

our communities.

of our success in helping people

resource for members in return.

reach their dreams and aspirations

Our range is from providing

is enrolling them in their areas

basic high school classes and

of interest. We put them on a

diploma exam preparation to

pathway to success by focusing

certification and job placement.

more on their goals and how we

We’ve intentionally structured

can help get them there—it’s a very

our partnership with CFUF to be

humanized and holistic approach.

much more comprehensive in our program offerings and wraparound services, as opposed to simply

CFUF 2019 IMPACT REPORT

CFUF’s implementation of their ALL In strategy pushes these efforts to the next level. It is an opportunity to increase economic and social impact by opening the door for more folks to enter the workforce through resource sharing and strong partner affiliations.

FAMILY STABILITY CFUF’s Family Stability programs are designed to engage parenting couples, blended families, single mothers and fathers, and other adult care givers to build strong families and healthy communities for themselves and their children. We understand the power of healthy relationships, and we provide experiential learning opportunities for whole families. This includes creating space for parents and children to participate in age-appropriate reading activities to stimulate and build vocabulary and language skills and providing access to safe and affordable childcare and reliable transportation.

At a systemic level, CFUF’s policy agenda focuses on family preservation, criminal justice and child support reform, and expansion of the Earned Income Tax Credit for childless workers/ noncustodial fathers. With reform in these areas, we can increase opportunity for our families.

Details of our two family stability programs are included on the following page.

KEY S UPPO RT ING PART NE RS

U. S. Department of Health and Human Services

Administration for Children and Families

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Baltimore Responsible Fatherhood Project

Couples Advancing Together Couples Advancing Together (CAT) is a cohort based model that provides

The Baltimore Responsible

family-focused services for couples

Fatherhood Project (BRFP) helps

with children to move towards

fathers build parenting skills, manage

family stability. Through the CAT

the relationships with the mothers of

relationship education curriculum,

their children, secure employment

parenting couples participate in

and manage any child support

lives of the couples and their families.

topical workshops to develop

obligations. Fathers are supported to

However, through formal evaluations,

communication, compromise

overcome issues with child support

feedback from families, and a desire

and negotiation skills designed to

and employment while focusing on

to impact more families, we decided

strengthen relationships. Couples

the skills they need to become better

to engage a cross-section of new

also receive long-term, family goal-

parents by fulfilling the financial

partners to establish a city-wide

centered case management. CAT

and emotional responsibilities of

ecosystem designed to have a

worked with 60 couples and their

fatherhood. Through workshops,

more systemic impact. To realize

children last year.

this systemic impact, we reviewed

case management, and opportunities to connect with their children,

In 2019, we paused on operating

fathers learn how to best support

CAT to redesign the program. In

their children in the long-term. BRFP

operation since 2009, we knew that

worked with 316 members in 2019.

we were making a difference in the

CAT’s theory of change, program design, data, and lessons learned, as well as reinforced best practices through research, interviews with subject matter experts, and feedback from our members. We developed 10 recommendations to strengthen CAT to better our community, which include broadening partnerships with early childhood centers; upgrading the curriculum to include person-centered case management and responsible fatherhood; incorporating power perceptions, financial knowledge, social capital and wellbeing, and college preparation; and conducting advocacy around child support and early childhood care access.

CFUF 2019 IMPACT REPORT

FINANCIAL SNAPSHOT STAT E M E NT OF FINA NCIA L PO S ITIO N 2018

2017

ASSETS Cash and Cash Equivalents

$

1,329,920

$

1,411,567

Grants and Contributions Receivable, Net

673,357

563,770

Pledges Receivable, Net

903,292

1,055,663

Prepaid Expenses and Other Assets Property and Equipment, Net Total Assets

56,592

69,497

4,244,902

4,375,858

$

7,208,063

$

7,476,355

$

567,409

$

497,251

LIABILITIES AND NET ASSETS Liabilities Accounts Payable and Accrued Expenses Other Payables

202,139

225,000

Total Liabilities

769,548

722,251

4,983,694

5,279,849

1,454,821

1,474,255

Net Assets Without Donor Restrictions With Donor Restrictions Total Net Assets

6,438,515

Total Liabilities and Net Assets

TOTA L R EVENUE

30% 35% 35%

$

7,208,063

6,754,104 $

7,476,355

TOTAL E XPE N S E

69% 31%

Government Contracts

Program Services

Grants

Support Services

Contributions

25

Financial Snapshot STAT E M E NT OF ACTIVITIES 2018

2017

CHANGES IN UNRESTRICTED NET ASSETS Revenue and Support Government Grants

$

1,254,492

$

1,564,522

Grants

1,469,909

1,555,223

Contributions and Special Events

1,473,359

1,070,432

(1,007)

249

4,196,753

4,190,426

Investment Income Total Revenue Net Assets Released from Restrictions Total Revenue and Support

837,271

1,733,356

5,034,024

5,923,782

1,063,704

1,225,447

Operating Expenses Program Services: Workforce Development Training and Technical Assistance Responsible Fatherhood Families Client and Alumni Services

346,430

182,552

1,181,240

1,422,156

571,388

631,617

508,039

804,895

3,670,801

4,266,667

Management and General

687,293

829,692

Research and Evaluation

277,783

181,864

694,302

560,086

Total Support Services

1,659,378

1,571,642

Total Expenses

5,330,179

5,838,309

Change in Net Assets Without Donor Restrictions

(296,155)

85,473

817,837

1,639,937

(837,271)

(1,733,356)

Total Program Services Support Services:

Development and Special Events

CHANGES IN NET ASSETS WITH DONOR RESTRICTIONS Grants Satisfaction of Restrictions Change in Net Assets With Donor Restrictions

(19,434)

(93,419)

Changes in Net Assets

(315,589)

(7,946)

Net Assets, Beginning of Year

6,754,104

6,762,050

Net Assets, End of Year

CFUF 2019 IMPACT REPORT

$

6,438,515

$

6,754,104

IT TAKES A VILLAGE Twenty years of impact has been fueled by a group of leaders who have been ALL In with our members, our team, and our mission. A collection of dynamic individuals with infinite patience, quiet steadfastness, and an unwavering belief in the potential of all people. They have been, and continue to be, the embodiment of everything CFUF stands for every day.

27

CFUF BO ARD ME MBE R

BEN SEIGEL BALT IMO RE O PPO RT UNIT Y ZO NE S CO O RDINATO R, BALT IMO RE DE VE LO PME NT CO RPO RAT IO N

“A L L I N H A S T HE POT EN T I A L TO C REAT E A MAJ OR PA R A D I G M S H I FT W I TH I N T HE FIE L D. ”

It’s impressive to take a step back

differently. Empowered with

and look at the impact of CFUF.

20 years of case management

The organization has played

research, CFUF has crafted a

a significant role in defining

unique strategy that looks at

responsible fatherhood as a

a person across a set of 10

carved-out field within human

dimensions over a longer period

services. For a local organization

of time to more accurately track

to have that big of a national

how their association with CFUF’s

impact building awareness around

services affects their economic

a specific group of individuals,

mobility continuum. While there’s

and also having a major impact

risk to it, as this isn’t the typical

on policy at the federal and state

way funders and government

Joe and I met on the workforce

levels informed by insights coming

agencies look at this area of work,

development circuit of national

out of the Center, is a testament to

we’re confident in the strategy’s

experts and practitioners. While

the hub of innovation and thought

long-term success based on the

I was Senior Advisor to the U.S.

leadership that CFUF is. And that’s

data we’re able to access and the

Labor Secretary during the Obama

just the start of our impact.

experience we’re able to apply.

administration, we held an event on reentry strategies where we

The implementation of the ALL In

highlighted CFUF’s unique human

model this year has the potential

services model. I’ve always had a

to create a major paradigm shift

commitment to Baltimore, being

within the field. CFUF is taking

born here and growing up in the

a bold step in reframing how

area, and I was honored to become

we engage with members and

a Board Member and Chair of the

how we measure their success

Program Quality Committee at CFUF.

by looking at progress indicators

CFUF 2019 IMPACT REPORT

C FU F BOARD M EM BER

ALICIA WILSON V P, ECONOM IC D E V ELOP M ENT, JOHNS HOP KINS U N I V ER S IT Y A ND JOHNS HOP KINS H E ALTH S Y S TEM S

After meeting Joe on a

CFUF’s achievement in reaching

community engagement and

20 years of impact is a testament

impact panel, we knew we needed

to the Center being audaciously

to find a way to collaborate.

committed to its name. They

Soon after, our organizations

have successfully proven utilizing

partnered on the Port Covington

the family unit as a catalyst to

Manufacturing Bootcamp. I had

drive change in neighborhoods,

the great opportunity to see the

homes, communities, and cities.

pilot program from two different

This approach, coupled with

angles: as a CFUF board member

a nimbleness that enable the

and on the ground-level with the

organization to be responsive and

cohort enrolled in the bootcamp.

adaptive, has positioned CFUF at

It was profound to experience these young individuals transformational journeys and selfactualization of their dreams, to help create pathways to financial mobility, and facilitate the removal of barriers for a group of people who are not well-resourced or

the forefront of change in both Baltimore and on a national level.

Now, with the implementation of the ALL In strategy, the Center is positioned to redefine the human services field and provide a much deeper level of intervention than we’ve been able to do before.

connected on their own.

“R EACHIN G 20 YEAR S O F IM PACT IS A TES TAM ENT TO CFUF BEIN G AUDACIO US LY CO M M IT TED TO ITS N AM E.”

29

C FU F BOARD M EM BER

CHIP WENDLER HEA D OF GLOBA L CONS U LTA NT RELATIONS, T. R OW E P RIC E

“IT’S AN INCREDIBLY EXCITING TIME TO BE PART OF CFUF.”

The challenges that many urban

success stories are a testament to

national discussion about how best

communities face—family instability,

CFUF as an organization, to Joe as

to help urban families achieve their

poor education levels, limited

a leader, and to the tenacity and

full potential.

employment opportunities, violence,

passion of the entire CFUF team.

crime, and inadequate access to

The ALL In strategy reflects the

2019 has been an exciting year

past 20 years of experience,

with two major milestones: CFUF’s

impact, and best practices that

20th anniversary and the roll-

CFUF brings to the table. ALL In

out of our ALL In strategy. I think

combines a comprehensive service

witnessed countless mini-miracles

it’s important to reflect on the

portfolio with a data-informed

where, despite the odds, we have

fact that many non-profits never

case management system to

been able to reconnect fathers with

survive to serve the community

deliver more targeted services

their children and help parents regain

for 20 years, let alone serve the

and increased impact over longer,

their self-respect and self-confidence

community with the consistency

sustained engagement periods. It’s

allowing them to achieve self-

of a strong leader, leadership team,

an incredibly exciting time to be part

sufficiency through employment. We

diverse board, and audited financial

of the CFUF family.

have even been able to help some

statements. Moreover, CFUF has

of our members become home and

a positive history of impacting

business owners, outright. These

both the local community and the

transportation—can be daunting at times. That said, during my 15 years as a CFUF board member, I have

CFUF 2019 IMPACT REPORT

Working at CFUF for the past 12

refresh of our lobby and other

years, I have seen the Center

shared spaces in the facility. We

evolve and change a great deal.

are deeply committed to using

Adopting the ALL In model is a

our resources to support the

committed effort among all the

entire life-changing experiences

people who work here, even the

we offer here at CFUF. In 2018,

operations staff who are often

we utilized a grant from the

working behind the scenes. I live

Maryland Energy Administration

by the quote, “The highest human

and Healthy Neighborhoods to

act is to inspire,” and that’s exactly

retrofit the building for energy

what CFUF does.

efficiencies, which will provide

In other places, the physical space might be just taken for granted, but here, ALL In is also a part of the immersive caring environment. In addition to programmatic changes that have taken place this year, the ALL In

“ THE HIG HEST HUM AN ACT IS TO IN SPIR E.”

us with upwards of $34,000 in utility savings that can then be repurposed annually to serve our members, programs, and overall operating functions. This is just one example of how ALL In brings the CFUF experience full circle.

model is also manifested in the

ARIELLE FORREST

O P E RATIONS M A NAGER, C FUF

31

2019 has been a big year for CFUF.

services to our members, and the

over the next 20 years of CFUF, I

It marks our 20th Anniversary and

impact we’re having. With ALL

believe there is a great opportunity

20 years of service to Baltimore

In, we’re identifying and tracking

for us to work with our members

and its communities. The indicators

10 common barriers to self-

on building their social capital—

of our impact are seen in the

sufficiency, assigning a score to

their relationships with others that

number of children growing up in

each, and tracking our members’

yield productive benefits. CFUF

stable families, members gaining

progress to move their scores

is an expert at building human

employment or owning their own

along a continuum from “crisis” to

and financial capital, whether by

small business, and becoming

“thriving.” Using the Apricot case

facilitating education and training,

homeowners. Our growth as an

management system, our case

employment, or home ownership.

organization—from one program

management team has real-time

We must be focused on helping

in 1999 to today’s many programs

access to data and case notes

members enhance their social

with singular focus on dismantling

on each of our members. Case

networks as a key component in

poverty—is fueled by the

managers can see, at a glance, the

their long-term stability. I envision

momentous step we took this past

specific barriers that are getting

the Center becoming a hub of

January by formally implementing

in the way of each member’s

activity, every evening, as our

our ALL In strategy.

progress, and are empowered to

members connect with each other

use these data to support them on

and build supportive networks

their journey out of poverty.

based on trust and a shared desire

My focus has always been on ensuring that CFUF is a datadriven organization, one that uses

Equally important as our

metrics and data-driven decisions

quantitative capacity is our

to inform how we’re delivering

qualitative impact. Looking out

to achieve family stability and economic success, together.

BRIAN LYGHT CHIE F O PE RAT ING O FFICE R, CFUF

“O UR G ROW TH IS FUEL ED

BY THE M O M EN TO US S T E P WE TO O K O F FO R M AL LY IM PL EM EN TIN G O UR AL L IN STR ATEGY.”

CFUF 2019 IMPACT REPORT

TONY CHO DWYER

E M P LOYMENT S P EC IA LIS T, CFUF

“ T H E CO N S I D ER ATI O N O F M ULTIPL E S TAK EHO L DER S’ PE RS PEC TI V ES I S PA R T OF BEIN G ALL IN .”

There is a dynamic trait that’s

through many unique lenses—as a

I don’t believe it will ever get old

required to work in human

member, employer, case manager,

bearing witness to the profound

services, as you wear many hats.

and employment specialist. The

impact that employment can

My primary role is to ensure

consideration of each of these

provide to individuals and their

strong employer partnerships

stakeholders’ perspectives is part of

families. I’m grateful to be able

across various industries with

being ALL In.

to help our members achieve

CFUF, in order to create a bridge

economic stability, and with

for our members to employment

ALL In has done great things for

our employer partnerships, help

with sustainable wages. These

the spirit of our teamwork. Being

promote an increased stability to

partnerships are a critical leg

part of someone’s transformation

our communities.

in our members’ journeys, and

involves close collaboration among

considering the complexities

teammates, and we must all have

that often accompany our line

a pulse on our members’ needs as

of work, successfully establishing

we’re often anticipating them even

them requires you to view it

before they know they need it.

33

Thank you to our partners and supporters for always being ALL In Your generosity means the world to us. We could not do this without you.

KEY EMPLOYE R PART NE RS:

CFUF 2019 IMPACT REPORT

K EY COM M UNIT Y, AGE NCY, AND GOVE RNME NT PART NE RS:

35

CFUF Board of Directors OF F I C E RS

D IR ECTOR S

Henry D. Kahn, Esq.

Daman C. Blakeney

Chairman Partner – Hogan Lovells US LLP

Managing Director/Senior Portfolio Manager – Brown Capital Management

Joseph T. Jones, Jr.

Nancy Brennan

Founder, President & CEO Center for Urban Families

Development Consultant

David L. Warnock Partner – Camden Partners

Chair, Governance Committee Counsel – Saul Ewing Arnstein & Lehr

Vice President, Head of Global Consultant Relations – T. Rowe Price Associates, Inc.

Alicia Wilson, Esq. Peter Bowe

Swata Gandhi, Esq.

William (Chip) F. Wendler, II

Founder – The Peter Bowe and Barbara Stewart Foundation

Vice President for Economic Development – Johns Hopkins University and Johns Hopkins Health System

Ronae Brock Chris Rockey Chair, Development Committee SVP, Territory Executive, National Expansion Markets Community Development Banking PNC Bank

Ben Seigel Chair, Program Quality Committee Baltimore Opportunity Zones Coordinator – Baltimore Development Corporation

Interim Chief Operating Officer – Baltimore Urban Leadership Foundations (t/a The Door)

E ME R ITU S James R. Calvin, Ph.D.

Kenneth Jones, II Vice President and Chief Financial Officer – John D. and Catherine T. MacArthur Foundation

Professor of Practice – The Johns Hopkins Carey Business School

Guy E. Flynn, Esq. Partner – DLA Piper US LLP

John G. McLean, Jr. Finance Professional

Jamie McDonald Founder – Generosity, Inc.

Scott Soffen, CFA, CAIA

Vernā Myers

Chair, Finance & Audit Committee Senior Investment Officer – American Trading & Production Company

Vice President Inclusion Strategy – Netflix

Terry Owens

Bill Norris

Director of Communications – District of Columbia Department of Transportation

Senior Manager – RSMUS LLP (Finance & Audit Committee Member)

Scott Sherman Rodney Oddoye Senior Vice President of Governmental and External Affairs – Baltimore Electric & Gas (BGE)

Retired, Vice President of Strategic Initiatives – T. Rowe Price

Robin Williams Wood Community Leader

Brandon Scott President – Baltimore City Council

Patrick Sissman Principal – Redwood Capital Investments

CFUF 2019 IMPACT REPORT

CFUF Team E XECU T I VE LE ADE RSHIP Joseph T. Jones, Jr. Founder, President & CEO

Brian S. Lyght Chief Operating Officer

Nicole Jordan Manager of Special Projects & Executive Support

SE N I OR L EA D ER SHIP

Cayla Moore

F IN AN CE

ALL In Case Manager

Edward Pitchford ALL In Case Manager

Kamesha Stokes ALL In Case Manager

Bobbi Lewis Associate Accountant

Mary Stewart Grants Accountant

Timothy Tillman ALL In Case Manager

Eddie White

H U MAN R E S OU R CES

ALL In Case Manager

Jasmine Roberts

Lavatte David

Human Resources Coordinator

STRIVE® Trainer

Russell Drake Marilyn Aklin, D.P.A. Director of Development

STRIVE® Trainer

Tony Cho Dwyer

Wendy Blackwell

Employment Specialist

Director of Practitioners Leadership Institute

Michael Williams

Erik Devereux, Ph.D. Interim Director of Research and Evaluation

Bryant Jeffers, CPA

Employment Specialist

Wayne Cooper Intake & Retention Specialist

Shirome Owens

Director of Finance & Administration

Outreach Coordinator

Catherine Pitchford

Tyler Yutzy

Director of Programs

Intake & Retention Specialist

OPE R ATIO N S Arielle Forrest Operations Manager

Lloyd Wright Facilities Manager

Wanda Liggins Operations Specialist

Helena Wise First Impressions Specialist

Gregory Smith Security Coordinator

Gena Johnson ALL In Coordinator

A LL I N P ROG R A MS:

AL L IN PR O GR AMS:

FA M I LY S TAB I L I T Y & ECO N O M I C S U CC E S S

D EVE LOPME N T

P RACT IT IO NER’ S L EADERSHIP INST IT UT E (PLI)

Terrence Allen

Catherine Miller

Shawn Burnett

Grants Compliance Manager

PLI Academy Specialist

Senior Manger of Workforce & Trainings

Vernon Wallace Manager of Baltimore Responsible Fatherhood

Kate Wolfson, Esq. Manager of Program Coordination

Cassandra Sullivan Grants Manager

R E SE AR CH & E VALUATIO N

Jerel Fitzgerald

Vacant

ALL In Case Manager

Data Analysis & Performance Manager

Vacant Data Specialist

37

Together, we can do so much more.

Our goal is to provide each and every single person who comes through our doors with equal opportunity to transform their lives.

You too can ignite change, dismantle poverty, and empower our members to recognize their potential and realize their dreams.

V ISIT U S.

CO N TR IB U TE .

Stop by our state-of-the-art facility

Your financial support enables

to see our programs, members,

us to have the impact that we make

and teammates in action.

in the lives of our members and their families.

VOLU N TE E R .

We’re always looking for inspiring volunteers to work

BECOME A COMMUNITY & CORPORATE PARTNER.

directly with our members and

We’ll work with you to figure out the

to support our operations.

best opportunity for your group.

F O LLOW U S. @centerforurbanfamilies

For more ways to get involved, email maklin@cfuf.org or call 410.246.1415

39

C EN T ER FOR URBA N FA M ILIE S (C FUF) 2 2 0 1 N ORT H M ON ROE S T RE E T B A LT IM ORE , M A RY L A N D 21217 T E L: 410.367.5691 WEB S IT E : W W W.C FUF.ORG S OC I A L : @ C E N T E RFORURBA N FA M ILIE S