2020 I M PAC T RE P O RT
WE’RE ALL IN THIS TOGETHER
WE AIM TO USE THE RESOURCES WE HAVE—OUR VOICE, OUR CENTER, OUR PARTNERS, AND OUR COMMUNITY— TO DRIVE POSITIVE ECONOMIC AND SOCIAL CHANGE. CFUF 2020 IMPACT REPORT
T H E Y EA R 2020 HA S TE STE D U S IN WAYS T H AT WER E UNTHINKAB LE J U S T O N E YE AR AGO. THE COVID- 19 PA N D E MIC H AS D IS R U PTE D DA ILY L IFE FOR CLOSE TO TE N MO N TH S IN M OST OF THE COUNTRY — AN D TH E CO MIN G M ONTHS PR OMISE MOR E U N CE R TAIN T Y. TH E NATION FOUND ITSEL F IN TOO MAN Y MO ME N TS OF A NG UISH A ND A NGE R AF TE R SE N SE LE SS SHOOTING S OF B L ACK ME N AN D WO ME N. TIME HA S FELT L IKE IT IS B OTH S TAN D IN G STILL YE T M OVING FA STER THA N E V E R . I N THE MID ST OF SO MU CH U N CE R TAIN T Y AND VOL ATIL IT Y, WE H AV E O N E CLE AR M ESSAGE: WE’R E HER E F O R YO U. J U S T AS YOU R STEA D FA ST COMMITME N T TO TH E CE N TE R F O R U R B A N FA MIL IES HA S GU ID E D U S TH R OU GH T IMES OF UNCER TA INT Y, O U R COMMITME N T TO SER VING YOU, OUR ME MB E R S, AN D O U R COMMUNITIES THR OUGH O U R LIF E ’ S WO R K IS U NWAVER ING. L ET US R ECOMMIT OU R S E LV E S TO THE G OA L OF ACHI E V IN G S OCIAL AN D ECONOMIC EQUA L IT Y F OR ALL. LE T U S REMIND OUR SELVES TH AT W E AR E AL L IN T H IS TOG ETHER .
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WE ARE THE CENTER FOR URBAN FAMILIES A
leading voice in the national conversation on
responsible fatherhood A
support network for Baltimore’s most
vulnerable citizens A
staunch advocate for child support reform at
the state and federal levels A
trainer that helps non-profits across the
country strengthen low-income families
OUR CO R E M I S S I O N I S TO S T R EN G T H EN U RB AN CO M M U N I TI ES BY HE LP I N G FATH ER S AN D FA M I L I ES AC H I EV E S TAB ILI T Y A N D ECO NO M I C S U CC ES S .
CFUF 2020 IMPACT REPORT
We were energized in early 2020 when we began to co-design a twogeneration (2Gen) ecosystem initiative with community and parent partners, and with technical assistance from Ascend at the Aspen Institute that moves children and their parents toward educational success and economic security. We had received significant investments from major funders and other investment partners that were committed to CFUF’s mission. These investments provided us with the resources to execute new strategies and solutions, and collaborate with other key partner organizations and systems change makers to improve human services outcomes and achieve racial equity in social and economic mobility. Then, in March, there was noise of a novel coronavirus and our world abruptly changed. We swiftly developed our remote operations plan, whose design team was led by COO Brian Lyght, and converted our direct services programs to virtual engagement under the leadership of Cathy Pitchford, our Director of Programs. We were acutely aware of how the decision to close the building would impact those with the least amount of resources and the greatest need. While nothing can replace the benefit of human interaction, our service delivery and critical operations continued without disruption. We leveraged technology to provide virtual case management services, employment training, and job placement assistance to our members. We were fortunate that a number of funders provided additional emergency resources for our members, those most impacted by the pandemic. Despite the disruption to the economy, our employer partners continued to hire graduates of our STRIVE® job training program.
"O UR STO RY IS ABO UT PER S ISTEN CE, CO N TIN UO US IM PROVEM EN T, AN D A VIS IO N FO R WHAT IS PO SS IBL E."
As the fatigue of the pandemic started settling in, our nation found itself in a moment of anguish and anger after the horrific murder of George Floyd. Nothing could have prepared us for the haunting image of a police officer’s knee on the neck of a fellow American murdered in broad daylight by someone sworn to protect and serve us. Nothing could have prepared us for the senseless murders of black and brown men and women that followed. These murders can be linked to another insidious disease, structural racism. While many have dedicated and given their lives to eradicating this disease, it continues to exist today seemingly unabated, and it must be more widely acknowledged, confronted and dismantled. We must use our collective voices to demand reform, equity, and reconciliation. We all play a role. The Center’s role includes deliberate work with our members to amplify their voices to be heard by policy makers and create platforms for constructive individual and collective action. Input from our members also informs our operating strategy and family strengthening advocacy agenda. Reflecting on this past year, and the past 21 years as a human services organization, our story is about persistence, continuous improvement, and a vision for what is possible. We provide a demanding and human-centered circle of supports to our members grounded in mutual trust and respect. We work with our members to embrace past mistakes in exchange for a commitment to personal and professional development. And we take pride in advocating for policies that promote equity, social justice, and economic mobility for people and communities of color. I am confident that, despite the unimaginable events that occurred this year, we will come through this experience stronger, wiser, and more unified as a City and as a nation. Thank you to our donors for standing with us. Thank you to our members for the inspiration we derive from you through every interaction.
Joseph T. Jones, Jr. Founder, President & CEO
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TRANSFORMING FAMILIES & COMMUNITIES SINCE 1999 Humble Beginnings Since our founding, CFUF has remained at the forefront of addressing some of our City’s most pressing issues, including poverty, unemployment, father-absence, and family disintegration. We maintain an unwavering focus on addressing the key challenges of Baltimore’s urban families by working to connect fathers to their children, creating opportunities for economic and financial security through work, and providing access to other key interventions and supportive services.
CFUF 2020 IMPACT REPORT
IMPACTFUL GROWTH 21 years later, a whole generation of Baltimoreans have engaged, strived, and thrived with us— and we’re just getting started. We continue to work to expand our proven program models to new cities across the country while innovating and improving to maximize our impact.
W I T H YOUR SUPPOR T, OUR WO R K IS POS S IB LE
MEMBERS’ HOURLY WAGES HAVE INCREASED TO:
68,891 $13.46 CH ILD R E N’ S LIVES TOUCHED
AV E R AGE WAGE
4,876 $15.84
F U LL-TIME J OB S SECU R E D
31,565
MEN’S AND WOMEN’S LI VE S TR A NSFOR MED
404
J O B PL ACE ME N TS
AVERAGE WAGE IN TRANSPORTATION
$14.60
AVERAGE WAGE IN MANUFACTURING
Data represents 1/1/2019 – 12/31/2019
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OUR PROGRAMS STRIVE® Baltimore
Back to Business
An intensive 3-week workshop that combines tangible
A 3-day job readiness training that focuses on
skills, such as resume writing and interviewing, with
refreshing the soft skills and job search skills of
attitudinal training that prepares individuals to obtain
individuals with prior work experience who are seeking
and retain employment.
employment.
Baltimore Responsible Fatherhood Services
Baltimore BOOST (Boosting Opportunities for Social and Economic Mobility for Families)
A 3-week training integrated into STRIVE® Baltimore and other CFUF initiatives that utilizes CFUF’s
A partnership between CFUF and the Baltimore City
Developing All Dads for Manhood and Parenting
Community College (BCCC) that provides individuals,
(DADMAP) curriculum to assist non-custodial fathers,
with low incomes, access to work and life skills training,
with low-incomes, to increase and build their
BCCC labor market and employer driven job training
fatherhood knowledge and skills.
certification programs, job placement and retention support, and other supportive services to accelerate social and economic mobility.
CFUF 2020 IMPACT REPORT
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WE’RE ALL IN THIS TOGETHER CFUF 2020 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 1 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 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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WHAT’S AHEAD In the year ahead, the Center for Urban Families,
Start, Union Baptist Head Start, and Dorothy I. Height
funded by the Kresge, O’Neil, and Shelter Foundations
Judy Center, along with eight parent partners. Our
and other investment partners, is doubling down on
vision prioritizes the whole family. The application of
our ALL In strategy by launching a Two-generation
2Gen practices will impact a parent’s education, social
(2Gen) Ecosystem Model to serve families, inclusive
and economic stability, and simultaneously impact
of fathers, in Baltimore City. The Ecosystem, co-
the child’s overall health, learning, and development
designed by parents (referred to as “parent partners”
trajectory. The outcomes on children’s education and
and community organizations (referred to as “primary
healthy development are powerful catalysts for parents
partners”), will address various needs that fall under
to improve their own well-being. The ecosystem
2Gen and serve the whole family. In addition to CFUF,
compliments our wraparound services portfolio and
the primary partner organizations involved in the
increases our organizational capacity to serve the
2Gen Design Work Group include: Baltimore Healthy
whole family.
CFUF 2020 IMPACT REPORT
The final phase in the design process is to finalize
in solidarity with parents to advocate for policies that
the projection of service numbers, the selection of
strengthen families and demand reform of policies
priority outcomes and the target goals for each of
that are outdated and punitive. The year 2020 has also
the outcomes. Through collaboration, secondary
provided a platform for our collective voices to be
partnerships, complementary programming, and
heard, for local, national and global movements to take
resource sharing, we envision an ecosystem that
ownership of our future, and for us as leaders to lean
propels families out of poverty and guarantees that
into our ability to advocate.
every child is prepared to succeed academically.
At CFUF, we are continually evolving, innovating, and
The unfortunate reality is that families of color face
implementing services that meet the current needs of
a host of disparities, ranging from economic and
our fathers, families, and communities. We do so by
educational to health and housing, that systemically
imagining a world without limit; one where there is a
obstruct family prosperity. If an individual takes a step
place and a way for all to claim their voices, potential,
forward, policies and systems are often designed to
freedom, and joy. We can see it, and we believe it
push them back down by taking away vital resources
is a pathway to a more just, equitable world—one
or creating unnecessary hurdles to access them. The
where families have the autonomy and power to
2Gen ecosystem will also include a Parent Leadership
make choices, to spark change, and to empower our
Advocacy Academy designed to harness and amplify
children to be the next generation of leaders.
the experiences and voices of parents. We will stand
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OUR STORIES 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 2020 IMPACT REPORT
CFUF MEMBER/ALU M
BRITTANY ADAMS “THE CENTER HAS BEEN WITH ME FOR YEARS AND IT JUST KEEPS GETTING BETTER.”
Simply put, I’m thankful for the fact
Despite that, I quit my first go
to stab you there) to a Team Lead
that I’ve reached the age of 31.
around at CFUF. It was my way or
at Amazon. I am so much more
With everything that I have been
no way and that attitude apparently
than where I came from and I am
through I didn’t think I would see
didn’t fly at the Center. Eventually I
proud of the fact that I got myself
this age. During my youth, I was in
came back, had a second chance,
out of that dark place. That’s the
a gang and doing things an average
and understood what they were
power of CFUF. That’s the result of
16-year-old shouldn’t be doing.
saying. These people were just like
committing to yourself and having
Running the streets, drinking a lot,
me. Their stories were so similar
someone genuinely commit to
doing drugs. At seventeen, I was
to mine. I’m a competitive person
you. The Center has been with me
pregnant with my first baby. At
and don’t like to be defeated
for years and it just keeps getting
eighteen, I was pregnant with my
so I viewed the experience as a
better. You see, the class is just
second. By twenty, I had lost the
challenge to conquer. I set my
the door. It’s the front door to the
father of my two baby boys. Shortly
pride aside and allowed myself to
house. When you first show up,
thereafter I landed in jail.
help myself.
you haven’t even had a chance to
One day, this flyer for the Center
It amazes me to see where I
for Urban Families came across my
came from to where I am now.
desk. My government assistance
A young girl trusting her gang
required me to participate in a
members to have her back (while
workforce development program.
they were actually the first ones
look around yet. But you just wait. It’s worth the look around.
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In 2006, I was gunned down and
up without a father. So, I found a
attended my wedding. I’m a father
shot 12 times in Baltimore. The
button up shirt and showed up to
to 8 children and 1 grandson, and
next year of my life was spent in a
day one of the rest of my life.
because my passion is to help
wheelchair, trying to learn how to walk again. I was a street runner and a drug dealer. In and out of jail for drug charges, attempted murder, and robbery. Even in a wheelchair I still could not let go of the streets.
STRIVE® taught me how to build a resume, conduct a job search, and set up an email address. We learned how to present ourselves during an interview, what questions to ask and what not to ask, and
change people's lives just as CFUF did mine, I am currently working with our at-risk youth population inside several juvenile facilities throughout Maryland. I mentor them and have been adopted as
how to work with different types
a father figure. I use my voice to
Two years later, in 2008, I was
of teams. CFUF tapped into
ignite change at conferences like
walking down Greenmount Ave. in
skills that were always there and
the pre-pandemic one publicized
East Baltimore to a liquor store. The
showed me how to turn them
by the Baltimore Ravens. CFUF
owner handed me a flyer for CFUF.
from a negative to a positive. It’s
walks the walk with you, taking
That was a unique moment for
amazing for people to see me
you through the steps you need to
me. I had money, cars, and street
now. I received my Bachelors in
go through, and guides you in the
fame, but I wanted something
Business Administration in 2014. I
direction you need to take. Just as
more. I called the Center, did their
recently got married, and Mr. Jones
they have been ALL In for me, I am
intake, and they told me to return
and some of the CFUF staff even
ALL In for our youth.
on a certain day in professional clothing. Were they out of their minds?! I didn’t have that stuff! But I sat back and thought to myself, I had two sons and my biggest fear at that time was to be a bad father. That consisted of going to prison for the rest of my life or dying in the streets, and I did not want my sons to be a statistic by growing
CFUF MEMBER/ALU M
LAROY ALSTON “CHANGE THE GAME, CHANGE THE PLAN.”
CFUF 2020 IMPACT REPORT
C FUF M E M B E R/ A LU M
MARQUIS MCKNIGHT “STRIVE ® HELPED ME FEEL LIKE A MAN AGAIN.”
My story starts in high school. I
into Molly. Molly turned into Coke,
STRIVE® helped me feel like a man
was playing football and wrestling,
and next thing I knew I was selling
again. They pushed me to chase
keeping out of trouble during
Heroine. I was back on the streets.
what I wanted to do by asking,
the season. I was living with my grandparents—my grandfather was my father figure, and when he passed away my freshman year, I started to run around trying to prove myself to my peers. I quickly found myself arrested for armed robbery.
By 20 years old, I was convicted of another crime and at the age of 21 I was sentenced to ten years in prison. Those first three years were tough. I had my chest puffed up and answered everything in violence. It took me
After spending 18 months in jail,
awhile to acknowledge that I was
I was 18 years old and wanted
in prison because of me. Once I
to do the right thing. I got a job,
admitted that, I made a complete
worked like crazy, and was making
transformation. I did every job you
great money until a new manager
could in prison: medical, property,
joined. We didn’t see eye to eye
hand sanitation, ice man, you
and he began cutting my shifts. I
name it. I learned responsibility
started selling weed to make up
and how to do hard work. When
my income difference and quickly
I finally returned home, my father
realized that I was able to make
had a friend who was a graduate
more money sitting at home than
of the STRIVE® program at CFUF.
getting up and going to a job that
Shortly thereafter, Mr. Cooper gave
didn’t respect me. Weed turned
me a call and helped me enroll.
“what would you wake up in the morning and do for free?” When I told them I’d be a sports show host, they didn’t just say, “well, go do it.” They went the extra step and put me in contact with a gentleman who had his own show. We now stream a show together on Facebook covering football, basketball and an all-sports highlight. CFUF connected me with the Whiting-Turner Company where I am now an Assistant Superintendent. STRIVE® and the Center put in me a position to have a career. To be a man. To provide for my fiancé and our baby boy that is due in April.
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FINANCIAL SNAPSHOT The Center for Urban Families is proud to report another year of strong support from our amazing donors. As we look ahead toward growth and deeper involvement in our communities, we remain committed to fiscal prudence to ensure sustainability and high-quality programming for every family and individual we serve.
STAT E M E NT OF FINA NCIA L PO S ITIO N (CO N S OLIDATE D ) 2019
2018
ASSETS Cash and Cash Equivalents
$
1,278,455
$
1,329,920
Grants and Contributions Receivable, Net
416,086
673,357
Pledges Receivable, Net
984,627
903,292
Prepaid Expenses and Other Assets Property and Equipment, Net Total Assets
55,109
56,592
4,077,157
4,244,902
$
6,811,434
$
7,208,063
$
356,360
$
567,409
LIABILITIES AND NET ASSETS Liabilities Accounts Payable and Accrued Expenses Note Payable
161,621
202,139
Total Liabilities
517,981
769,548
Without Donor Restrictions
5,003,445
4,983,694
With Donor Restrictions
1,290,008
1,454,821
Net Assets
Total Net Assets
6,293,453
Total Liabilities and Net Assets
$
TOTAL R EVENUE
23% 26% CFUF 2020 IMPACT REPORT
51%
6,811,434
6,438,515 $
7,208,063
TOTAL E XPE N S E
Government Contracts Grants Contributions
72%
Program Services Support Services
28%
Financial Snapshot STAT E M E NT OF ACTIVITIES (CO N S OLIDATE D ) 2019
2018
CHANGES IN UNRESTRICTED NET ASSETS Revenue and Support Government Grants
$
Grants Contributions and Special Events Investment Income Total Revenue Net Assets Released from Restrictions Total Revenue and Support
1,035,556
$
1,254,492
2,360,005
1,469,909
1,180,237
1,473,359
(507)
(1,007)
4,575,291
4,196,753
760,985
837,271
5,336,276
5,034,024
1,228,327
1,063,704
Expenses Program Services: Workforce Development Training and Technical Assistance Responsible Fatherhood Families Client and Alumni Services Total Program Services
208,614
346,430
1,088,777
1,181,240
590,307
571,388
835,755
508,039
3,951,780
3,670,801
825,014
687,293
Support Services: Management and General Research and Evaluation
279,710
277,783
Development and Special Events
444,585
694,302
Total Support Services
1,549,309
1,659,378
Total Expenses
5,501,089
5,330,179
(164,813)
(296,155)
780,736
817,837
(760,985)
(837,271)
Change in Net Assets Without Donor Restrictions CHANGES IN NET ASSETS WITH DONOR RESTRICTIONS Grants Satisfaction of Restrictions Change in Net Assets With Donor Restrictions
19,751
(19,434)
Changes in Net Assets
(145,062)
(315,589)
Net Assets, Beginning of Year
6,438,515
6,754,104
Net Assets, End of Year
$
6,293,453
$
6,438,515
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CHAMPIONS OF CHANGE Over twenty years of impact has been fueled by a group of people that have been ALL In since the beginning. 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 perfect embodiment of everything CFUF stands for.
CFUF 2020 IMPACT REPORT
C FUF PAR T N E R
DANIELLE TORAIN, J.D. DIR EC TO R , O SI – BALT IMO R E
“OUR ROLE IS CONNECTING ORGANIZATIONS LIKE CFUF TO THE RESOURCES THEY NEED TO FULFILL THEIR MISSION.”
The Center for Urban Families
life and well-being, and how these
This year has pushed us all to
served as a cornerstone of my
frameworks translate into what an
assess where we are. To think
professional growth and as
organization like CFUF is able to do.
critically about where we are
my consciousness as a person
going, where is the need, who is
and member of the Baltimore
As funders, it’s important we
community. When I was recruited
maintain a sense of connection to
to meet that need. 2020 has
to join CFUF, I was a law student.
the communities we are ultimately
underscored the importance of
Over the course of my five years
here to serve. When developing
well-designed systems to support
with the organization, I worked
investment and grantmaking
the organizations that are filling the
in a variety of different capacities
strategy, and deciding who to
critical gaps in community service
and ultimately took the role of
invest in and what the impact of
and the teams on the ground
Senior Director of Strategy and
our decisions might be, people
doing the hard work every day.
Development. It was a privilege
must always be at the forefront
We’ve seen what transformation
to have this unique experience of
of those decisions. How do you
can and should look like. We’ve
attending law school during my
get the most marginalized groups
seen that no one can do this alone.
early days of work at the Center.
connected with opportunity?
We have to think about the ways
Working with the members of our
A large part of that is building
we are all uniquely equipped as
community who were directly
community capacity and
leaders, partners, and coalitions to
facing issues of reentering into
strengthening local organizations.
join together to meet the needs of
society and navigating support
Our role as philanthropists is
our communities.
systems while doing so, I learned
connecting organizations like
the very real ways that systems
CFUF to the resources they need
and policy impact our quality of
to fulfill their mission.
in need, and who is in a position
21
CFUF PA R T NER
DR. ANTONIO OFTELIE
disproportionate impact on families
new ways to work across
and people of color. If we put all of
boundaries between the private
our policies and programs into this
and public sectors? We’ve learned
hypothetical MRI, and really see
a lot in this crisis and now we need
where we’re failing, the malignancy
to harness that going forward.
is in the design of our systems. Organizations like the Center In the midst of this year of crisis,
for Urban Families have the
many organizations have had a
momentum to reimagine the
chance to experiment and try
human services field. I recognized
new things. Smaller organizations
in Joe, from the moment I met him,
have taken this time to think about
that CFUF and he were a standout
new ways to interact with their
when it came to real impact at the
members and families. We’re
community level. In the podcast
seeing a lot of emergent ideas
that Joe and I did together, we
and innovations as we challenge
explored the Center’s unwavering
ourselves to ask, how do we
mission to invest in the whole family
radically reimagine human services
by empowering fathers to remain an
2020 has been like an MRI on
and cut the red tape? How can
integral part of it. They have created
racial equality. In this year alone,
we streamline or braid resources
an ecosystem of services that really
we experienced a health crisis,
together to be faster and more
wrap around families and fathers.
economic crisis, and social crisis.
effective? What new partnerships
And they don’t stop there. They’re
Across all three, we can see the
or collaborations would provide
continually evolving to reflect the
EX ECUT IVE DIRECTOR, LEA D ERS HIP FOR A N ET WORKE D WORL D, H A RVA RD UNIVE RSIT Y
changing landscape to maximize their reach and impact. You see this reflected in their recent work to build 2Gen solutions into their services, structures, and processes. CFUF is actively rethinking the way we approach systems around families and fathers to improve outcomes—and the entire nation can learn from it.
“CFUF IS ACTIVELY R ETHIN K IN G THE WAY WE APPROACH S Y STEM S ARO UND FAM IL IES AN D FATHER S ."
CFUF 2020 IMPACT REPORT
C FUF PART N E R
MARTIN SCHWARTZ P R ESIDEN T, V EH IC L ES F O R C H AN G E
“FAILUR E IS N OT AN O PTIO N.”
Joe and I have grown up
backgrounds, most of whom
placed an even greater spotlight on
together to a certain extent. We
were recently released from
systemic racism and generational
both launched our non-profit
incarceration. Several of the
poverty and elevated the work
organizations in 1999 with very
CFUF program graduates have
that CFUF is doing in Baltimore
synergistic service models. To this
found continued success
and across the country thanks to
day, we get together every six
through our internships.
the leadership of Joe Jones. The
months or so to compare notes over a meal of what’s working and what isn’t. We ask ourselves, “how we can do more together to further our impact?”
CFUF and VFC have evolved over the past 20 years to become critical components in the fight against poverty. The net result of systemic racism, which has
Vehicles for Change (VFC) is an
been front and center in 2020, is
organization that awards cars
generational poverty. The main
to families so they may gain or
barriers to escaping poverty is a
maintain employment. It’s been
lack of transportation, education
an honor to provide this service
and training. CFUF and VFC play
to CFUF members over the
a key role in reversing systemic
past 21 years. We also provide
racism and poverty by providing
paid internships in auto repair
families the tools necessary to
for individuals with criminal
overcome these barriers. 2020 has
COVID pandemic has forced so many organizations to adapt or perish. CFUF and VFC both made the necessary adjustments to our programing quickly and efficiently to assure that the families we serve continued to receive the support they need and deserve. Joe and I, and our teams, believe that the work we do is vital to the families we serve and because of that failure is not an option.
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CFUF BOARD MEMBER
NANCY BRENNAN DEVELOPMENT CONSULTANT & BOARD MEMBER, BRENNAN CENTER FOR JUSTICE After returning to Baltimore four years ago, I told a friend during lunch that I wanted to do something to help communities impacted by the uprising and asked
services can intervene in a system
simultaneously. First, the member
him, “where do I start?” He told
where so much is going south
and family level. There’s so much
me to call Joe Jones. Speaking
for families and individuals. Our
economic disruption coming. We
with Joe it quickly became evident
members are asking, “If I have a
are ready to help. Second, the
that we shared the same hunger
record, who is going to hire me? If I
opportunity for systematic change.
to serve. With my non-profit
have trouble reading or doing math
Health disparities, economic
management and fundraising
that a potential employer requires,
insecurity, racial injustice, and
background, I thought that I could
how am I going to get those skills,
unequal policing practices—all
contribute to sustaining CFUF’s
in a way that I feel supported and
parts of a vicious cycle that needs
mission by working to attract
respected?” CFUF knows how
to be addressed citywide. CFUF is a
like-minded donors. Joe asked me
to step in, in some very practical
leader in how to dismantle poverty
to roll up my sleeves and join the
ways, to rebuild security so that
and affirm individuals and families.
board. I’ve loved every minute of it.
our members and their families
And lastly, CFUF is ready to be part
see the benefits. It’s a long-term
of national dialogues. How do we
commitment that is now being
make it easier for families to be
operationalized through ALL In.
financially and emotionally stable?
What I have seen during my time at the Center is very practical and strategic but also very aspirational. They understand that the whole
The pandemic has accelerated a
person—the whole family—needs
set of conditions that the uprising
a support network. Just having
was a symptom of—decline in
a record can have a decades-
available employment, lack of
long impact on earning ability.
social safety nets, and unequal
That inability to make what peers
law enforcement practices. These
without an arrest record can earn
flawed systems devalue black men
affects the whole family. It holds
and women’s lives. As we navigate
them down in long-lasting financial
the coming months, CFUF has
insecurity and prevents them
both the commitment and skill
from living their lives to their full
set to contribute to social and
potential. CFUF’s programs and
economic equality on three levels
CFUF 2020 IMPACT REPORT
CFUF has part of the answer.
“CFUF K N OWS HOW TO S TEP IN, IN SO M E VERY PR ACTICAL WAYS, TO R EBUIL D THAT S ECUR IT Y.”
C FUF B OARD M E M B E R
BRANDON SCOTT MAYOR-ELECT, BALTIMORE CITY COUNCIL
“ SYS TEM S CAN N OT CO N TIN UE TO LO O K FOR IM M EDIATE S O LUTIO N S TO PRO BL EM S THAT DO N’ T HAVE IM M EDIATE SO LUTIO N S .”
One of the most important factors
stick with folks for a significant
forward on how to handle the
in our work is something that
period of time to have the long-
issues but we need partners and
doesn’t get talked about a lot:
term impact needed for the whole
supports to continue to effectively
we have to look at this from a
family. Systems cannot continue
do so. Moving forward, the Center
comprehensive approach as to
to look for immediate solutions
will do what it has always done.
how we are impacting families.
to problems that don’t have
Take the moment and have
Look at me for example, I grew
immediate solutions.
deeper impact. Continue to be
up in Park Heights and went to school there. Many of my peers wound up dead or in jail, struggling with abuse. Some of us were lucky enough to have different outcomes. The common denominator was family life.
The challenges of this year have further exemplified that. This is a moment where some organizations are saying, “I told you so,” but for CFUF what’s happening is a wind-in-their-sails
ALL In building families from top to bottom. Using proven models for success to rebuild and repair neighborhoods and families that have been broken by many different things over the years.
moment. The Center’s work has
I stumbled upon the Center
always been about furthering
for Urban Families while doing
economic and social justice
research on who was working on
causes. While the country is
building families in our community.
coming into a racial reckoning,
CFUF understands that you must
the Center is able to show a path
25
CF U F BOARD MEMB E R
RONAE BROCK INTERIM CHIEF OPERATING OFFICER, BALTIMORE URBAN LEADERSHIP FOUNDATION
“C FUF P ER F O R M ED A S T HE Y ALWAY S D O I N A MOME N T O F C R I S I S — S T E A DFA S T. ” At the start of 2020, we were excited to host the Urban Visionary Awards and celebrate champions of Baltimore and nationwide human services. We were honoring Jessica and Jerry
This year has amplified both the
The Center has always used
Seinfeld and Congressman Danny
economic and social injustice and
its resources and relationships
Davis. Sponsorships had been
inequalities in our country. The
to be a leader in the field. Its
secured and planning was moving
loss of black and brown men and
programmatic models and long-
along. Then suddenly news of a
women’s lives, criminal justice
term case management approach
virus hit and we were in a holding
system inequalities, confederate
have proven incredibly successful.
pattern. Once we understood the
monuments, higher visibility of hate
Navigating COVID-19 has allowed
gravity of COVID-19, the event
groups, voter suppression efforts,
us a chance to evaluate our
was postponed. CFUF’s team
police brutality. It has been a series
processes and asses our impact.
immediately began developing and
of unimaginable events that have
As we move forward, we will
executing a remote operations plan
brought a renewed awareness and
explore using virtual innovations
as well as converting direct service
willingness for many to help in the
as additive to in-person services.
programs to virtual engagement.
racial and economic justice area.
We will continue to build internal
They performed as they always do
CFUF is very well positioned to be a
capabilities for future growth. We
in a moment of crisis—steadfast.
conduit for people to help make a
will use this unique moment in
We couldn’t just shut down. Our
change. Their mission, and the work
time to maximize our impact as it’s
members still had needs and their
they have been doing for the past
needed now more than ever. If we
needs were being magnified by
21 years, is addressing the exact
serve our communities well, we
the pandemic.
issues that 2020 has amplified.
will do well as an organization.
CFUF 2020 IMPACT REPORT
CFUF S TAF F
MICHAEL WILLIAMS EMPLOYMENT SPECIALIST
those face-to-face interactions with members is key to seeing how they are doing and making sure that we are staying engaged so that we continue to serve our members. We also launched our Workforce Wednesdays weekly online presentation which is a way to keep our members engaged and informed of current employment opportunities. In addition to the pandemic, the social injustice of this year has equally tested us. CFUF has been at the forefront of tackling these My role as an employment
When the COVID-19 pandemic hit,
issues prior to everything that is
specialist allows me to assist
we had no choice but to quickly
happening, and as we continue
individuals, build connections,
pivot and adapt to the changing
to go through these events, it
discuss career pathways, as well
environment. We transitioned
further fuels our role as a support
as guide and assist them through
to a non-typical face-to-face
system for our members and the
meeting with real employer
environment via Zoom. Having
community.
partners that are crucial to our success as an organization. Through these strong relationships with our employer partners, we have been able to continue to be successful in assisting our members with job placement opportunities throughout the
“ W H EN THE COVID-19 PAN DEM IC HIT, W E HAD N O CHO ICE BUT TO QUICKLY P I VOT AN D ADAPT TO THE CHAN G ING EN V IRO N M EN T.”
course of the pandemic.
27
CFUF S TAF F
HELENA WISE FIRST IMPRESSION SPECIALIST
let’s have a conversation.” After speaking about CFUF and our STRIVE® program, she immediately came in. I welcomed her with an incredibly warm smile and open arms, connected her with an intake specialist, and three weeks later she couldn’t stop thanking me for talking to her on that first day. It made me feel wonderful to have that type of impact on someone. A happy person is a happy heart. I’m the first touchpoint to make sure our members immediately feel how genuine the Center for Urban Families is. That’s what I love about my job: making sure people feel welcome and comfortable. Especially in a year that has been so overwhelming and challenging, it’s more important now than
“A HAPPY PERSON IS A HAPPY HEART.”
CFUF 2020 IMPACT REPORT
When people find that you’re
ever that when someone calls the
genuine, they confide in you and
Center, they hear a voice. Even
trust you. In 2018, I answered the
though our building is closed to
phone to a young lady bawling
members at the moment, when
her eyes out as she was driving
you call us you still speak with a live
down the road after an interview
person. We are still here to assist,
had gone poorly. She had just
still here to make sure you can sign
driven past our building and asked
up for a program, still here to let
what we do. I said, “Pull over,
you know that we genuinely care.
“ALL IN IS A STRATEGY, A MENTALIT Y, A COMMITMENT, A BATTLE CRY.”
CFUF S TAF F
MARK SMITH STRIVE ® TRAINER
I’ve always said that nothing happens without a reason. What we’ve gone through this year is the perfect storm. It provided people the opportunity to assess who they are, where they are, and where they want to go. At CFUF, we are trust agents. Many of our members have a huge problem with trust as they’ve been lied to, ridiculed,
has been a great example of this
abandoned, and incarcerated.
perseverance and we saw that in
During my interview process, the CFUF team told me about their ALL In strategy. When they say they are ALL In, everyone is truly ALL In. While it’s a strategic approach to tackle the cycles of inequity that exist in so many places, it’s
the midst of crisis, our network showed up for each other— through generous donations from funders, resources from partners, supply drop-offs from staff, and continued engagement from our members.
hung in there, and now, they don’t want to get off the Zoom when the session ends. They’ve created their own study groups and interact virtually outside of class and work. This isn’t necessarily something we saw much of prior to the pandemic and it will be really interesting to see if this camaraderie continues post-pandemic. Launching a virtual
also a mentality, a commitment, a
It’s been particularly impressive
pilot program was an aspiration
battle cry— for us, our members,
seeing the members navigate
of mine even before the world
and our partners. We’re able to be
the transition from in-person to
shut down, so I’m excited for the
trust agents because we are ALL In,
virtual. There were inevitable early
innovations that will emerge from
always. Navigating the pandemic
adaptation challenges but they
this experience.
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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 PAR TN E R S:
CFUF 2020 IMPACT REPORT
KEY COMMUNIT Y, AGE N CY, AN D GOV E R N ME N T PAR TN E R S:
KEY COR POR ATE PAR TN E R S:
Oprah Winfrey
Charitable Foundation 31
CFUF BOARD OF DIRECTORS OF F I C E RS
D IR ECTOR S
Henry D. Kahn
Daman C. Blakeney
Chairman Partner – Hogan Lovells US LLP
Managing Director/Senior Portfolio Manager – Brown Capital Management
David L. Warnock
Joseph T. Jones, Jr.
Nancy Brennan
William (Chip) F. Wendler, II
Founder, President & CEO Center for Urban Families
Development Consultant
Peter Bowe
Vice President, Head of Global Consultant Relations – T. Rowe Price Associates, Inc.
Founder – The Peter Bowe and Barbara Stewart Foundation
Alicia Wilson
Patrick Sissman Principal – Redwood Capital Investments
Swata Gandhi Chair, Governance Committee Counsel – Saul Ewing Arnstein & Lehr
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 Company
Interim Chief Operating Officer – Baltimore Urban Leadership Foundations (t/a The Door)
Managing Partner – Camden Partners
Vice President for Economic Development – Johns Hopkins University and Johns Hopkins Health System
Kenneth Jones, II
E ME R ITU S
Vice President and Chief Financial Officer – John D. and Catherine T. MacArthur Foundation
James R. Calvin Professor of Practice – The Johns Hopkins Carey Business School
John G. McLean, Jr. Senior Director of Finance – RocketDocs
Guy E. Flynn Partner – DLA Piper US LLP
Scott Soffen, CFA, CAIA
Vernā Myers
Chair, Finance & Audit Committee Senior Investment Officer – American Trading & Production Company
Vice President, Inclusion Strategy – Netflix
Jamie McDonald Founder – Generosity, Inc.
Bill Norris Senior Manager – RSMUS LLP (Finance & Audit Committee Member)
Rodney Oddoye Senior Vice President of Governmental and External Affairs – Baltimore Gas & Electric (BGE)
Terry Owens Director of Communications – District of Columbia Department of Transportation
Scott Sherman Retired, Vice President of Strategic Initiatives – T. Rowe Price
Brandon Scott Mayor-Elect – Baltimore City Council
Robin Williams Wood Community Leader
CFUF 2020 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
AL L IN PR OGR AMS:
F IN AN CE
FA M ILY STAB IL IT Y & ECONO MIC SUCCESS
Bobbi Lewis Associate Accountant
Terrence Allen Senior Manger of Workforce & Trainings
Grants Accountant
Kate Wolfson, Esq. Manager of Program Coordination
Lenora Davis ALL In Case Manager
Cayla Moore ALL In Case Manager
SE N I OR L EA D ER SHIP
Mary Stewart
H U MAN R E S OU R CES Jasmine Roberts Human Resources Manager
Lavatte David STRIVE® Trainer
Marilyn Aklin, D.P.A. Director of Development
Bryant Jeffers, CPA Director of Finance & Administration
Catherine Pitchford Director of Programs
Mark Smith STRIVE® Trainer
Michael Williams Employment Specialist
Wayne Cooper Intake & Retention Specialist
Tyler Yutzy 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
D EVE LOPME N T
Gregory Smith Security Coordinator
Pete Broyles Grants Compliance Manager
Amanda Ellis Development Specialist
R E SE AR CH & E VALUATIO N Zachary Alberts Data Analysis & Performance Manager
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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.
SHA R E OUR STO RY.
CO N TR IB U TE .
Tell your family member,
Your support and invested resources
co-worker, or neighbor about
help increase the impact of our
CFUF and our services.
work for our shared community.
VOLUNTEER .
BECOME A CORPORATE PARTNER.
We’re always looking for inspiring mentors to work directly
We’ll work with you to figure out the
with our members and make a
best opportunity for your group.
lasting impact on their lives.
F O LLOW U S. @centerforurbanfamilies
For more ways to get involved, email maklin@cfuf.org or call 410.246.1415
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