ROMA Fundamentals Glossary

The responsibility to demonstrate results and answer for how resources are used. In ROMA, accountability means CAAs must show stakeholders—including federal agencies, state governments, community members, and the families they serve—that programs are producing measurable improvements in people’s lives. Accountability requires transparent reporting of outcomes and continuous efforts to improve effectiveness.

One of the three ROMA outcome categories, measuring your organization’s internal performance and capacity. Agency outcomes assess whether a CAA is operating efficiently, building capacity to serve families better, and demonstrating good stewardship of resources. Areas include organizational infrastructure, financial management, board governance, service delivery, and data systems.

The fundamental purpose of Community Action Agencies: to fight poverty at the local level and help low-income individuals and families move toward economic stability and self-sufficiency. This mission guides all CAA activities and strategic decisions, ensuring programs target root causes of poverty rather than just providing temporary relief.

The initial evaluation of a client’s circumstances when they first enter CAA services. This assessment establishes the starting point against which future progress and outcomes will be measured. It typically includes information about income, employment, housing, education, health, and other factors relevant to the client’s situation and goals.

Local nonprofit organizations that work to fight poverty and help low-income families achieve self-sufficiency. CAAs were established in the 1960s as part of the War on Poverty and exist in nearly every state and territory. They provide services ranging from emergency assistance to job training, early childhood education, energy assistance, and more. There are nearly 1,000 CAAs across the United States.

The nationwide system of approximately 1,000 Community Action Agencies that work together to fight poverty. The network shares common values, goals, and approaches, including the use of ROMA to measure results. Member agencies collaborate, share best practices, and advocate collectively for resources and policy changes that support low-income families and communities.

A systematic process of gathering and analyzing data about local poverty conditions, community needs, available resources, and demographic characteristics. The community assessment is the foundation of ROMA’s framework, ensuring that CAA strategies and services respond to actual conditions rather than assumptions. It should be updated regularly as communities change.

One of the three ROMA outcome categories, measuring changes in the neighborhoods and localities where low-income families live. Community outcomes recognize that poverty is shaped by community conditions. These outcomes include increased affordable housing, reduced crime rates, more living-wage jobs, improved infrastructure, and stronger community organizations. They typically require long-term effort and collaboration with multiple partners.

The ongoing process of using performance data and outcome information to enhance program effectiveness and organizational capacity. ROMA requires CAAs to track outcomes year after year, looking for trends and opportunities to improve. This means celebrating successes, investigating shortfalls, adjusting strategies, and building on what works.

Federal funding that flows from the U.S. Department of Health and Human Services to state governments, then to local Community Action Agencies. CSBG is often a significant portion of CAA budgets. Federal law requires agencies receiving CSBG to implement ROMA or another approved performance measurement system. Without CSBG funding, many CAAs would have to dramatically scale back services or close entirely.

The systematic process of gathering information about client circumstances, program participation, and outcomes achieved. In ROMA, data collection must be consistent and use standardized definitions so results can be compared across agencies and over time. Accurate documentation in case files, databases, and forms feeds into outcome measurement and demonstrates agency impact.

A state in which families have sufficient, reliable income to meet basic needs and build toward long-term security. Economic stability includes steady employment, manageable debt, emergency savings, and the ability to handle unexpected expenses. Helping families achieve economic stability is a primary goal of CAA services and a key outcome measured in ROMA.

One of the three ROMA outcome categories, measuring changes in the lives of people CAAs serve directly. These outcomes are organized around six National Performance Indicators: employment, income and asset building, housing, health and social behavioral development, civic engagement, and education. Family and individual outcomes represent the most visible results of CAA work.

The mandates established by federal law requiring CSBG-funded agencies to implement performance measurement systems, track specific outcomes, and report results annually. These requirements stem from the 1998 CSBG Reauthorization Act and are based on principles in the Government Performance and Results Act of 1993. Meeting these requirements is necessary to maintain federal funding.

Federal legislation requiring all federal programs to set strategic goals, measure performance against those goals, and report results publicly. ROMA is based on GPRA principles and translates them into a framework appropriate for Community Action work. The Act established that measuring activities isn’t the same as measuring impact—programs must demonstrate actual results.

The process of determining what changes or improvements resulted from CAA interventions. Impact measurement goes beyond counting services provided (outputs) to assess actual changes in people’s lives (outcomes). It answers the question: “What difference did our work make?” ROMA requires systematic impact measurement across all program areas.

A customized roadmap developed collaboratively between CAA case managers and clients that identifies specific goals, barriers, action steps, and timelines. The service plan respects client autonomy by letting families identify their own priorities and choose their path forward with support. Progress toward plan goals becomes part of outcome measurement.

Generally defined as households with income at or below a certain percentage (typically 125-200%) of the federal poverty level, though specific definitions vary by program and funding source. CAAs primarily serve low-income individuals and families who face barriers to economic stability. Income guidelines help determine eligibility for services.

One of ROMA’s core principles, requiring agency leaders to take responsibility for using resources effectively and achieving results. Management accountability means leaders must demonstrate smart decision-making based on evidence, investigate when outcomes fall short, and take action to improve. It creates transparency with stakeholders about both successes and challenges.

The six key areas that organize family and individual outcomes in ROMA: (1) Employment—adults gain jobs or advance in careers; (2) Income and Asset Building—families increase earnings, reduce debt, or build savings; (3) Housing—families achieve stable, safe, affordable housing; (4) Health and Social Behavioral Development—people improve physical health, mental health, or life skills; (5) Civic Engagement—individuals become more involved in their communities; (6) Education—children and adults gain knowledge and skills.

A measurable change or improvement in a person’s life, a community condition, or an agency’s capacity that results from CAA services and interventions. Outcomes are different from outputs (services provided) or activities (things done). ROMA focuses on outcomes because they demonstrate actual impact. Outcomes must be specific enough to measure and track over time.

A specific, measurable goal that an agency commits to achieving within a defined timeframe. Outcome targets are set based on agency capacity, available funding, past performance, and community needs. They provide benchmarks against which actual performance can be measured. Setting realistic targets forces honest conversation about what’s achievable and creates accountability.

The direct products or services delivered by a program, such as the number of clients served, workshops conducted, or food boxes distributed. While outputs are important for tracking activities, ROMA emphasizes outcomes (changes in people’s lives) over outputs. Programs should track both, but outcomes are the ultimate measure of success.

The systematic approach to improving organizational effectiveness by setting goals, measuring progress, analyzing results, and making data-driven decisions. ROMA is a performance management system specifically designed for Community Action Agencies. It helps CAAs continuously improve by using evidence rather than assumptions to guide program development and resource allocation.

The ongoing process of collecting, tracking, and reporting data about program results and organizational effectiveness. ROMA requires specific, systematic performance measurement using standardized definitions. This allows CAAs to demonstrate impact to funders, compare results over time, and identify opportunities for improvement. Accurate measurement depends on quality documentation at every level.

A state of economic hardship in which individuals or families lack sufficient income and resources to meet basic needs like food, housing, healthcare, and transportation. Poverty has multiple dimensions including limited educational opportunities, unstable employment, poor health, and restricted access to services. CAAs work to address both immediate poverty symptoms and underlying causes to help families achieve self-sufficiency.

Focused on outcomes and changes rather than activities and services. A results-oriented approach asks “what improved for clients?” instead of “how many services did we provide?” This is one of ROMA’s core principles. Being results-oriented means every activity should connect to a measurable outcome, and resources should prioritize programs that produce meaningful change in people’s lives.

The performance measurement framework used by Community Action Agencies to demonstrate impact, improve effectiveness, and meet federal requirements. Created in 1994 and mandated by federal law in 1998, ROMA helps CAAs focus on measurable outcomes, use data for decision-making, and stay accountable to stakeholders. It’s based on principles from the Government Performance and Results Act of 1993.

The underlying factors that create or perpetuate poverty, as opposed to the symptoms or immediate problems people face. Root causes might include lack of education, limited job opportunities, inadequate transportation, systemic discrimination, health issues, or unstable housing. Effective poverty reduction requires addressing root causes, not just providing emergency assistance for symptoms.

The ability of individuals and families to meet their own needs without ongoing dependence on public assistance or emergency support. Self-sufficiency includes stable employment with adequate income, secure housing, access to healthcare, ability to cover emergencies, and capacity to plan for the future. Helping families achieve self-sufficiency is the ultimate goal of CAA services.

Any person or organization with an interest in the CAA’s work and results. Stakeholders include federal agencies that provide funding, state oversight bodies, board of directors, local government officials, community partners, donors, staff members, and most importantly, the low-income families and individuals the agency serves. CAAs must demonstrate accountability to all stakeholders.

Consistent, agreed-upon meanings for terms and outcome measures used across the Community Action Network. Standardization allows different CAAs to collect comparable data and the network to report collective impact. For example, all agencies use the same definition for “gained employment” so results can be aggregated meaningfully at state and national levels.

A formal document that outlines the agency’s mission, strategies for addressing community needs, specific outcomes to be achieved, and allocation of resources. The strategic plan connects community assessment findings to agency action and guides budget decisions, program development, and staffing. It’s updated periodically to reflect changing conditions and priorities. ROMA requires strategic planning aligned with community needs.

The logical explanation of how and why a program or strategy is expected to produce specific outcomes. A theory of change connects activities to short-term results to long-term impacts, showing the pathway from intervention to desired change. While not explicitly required by ROMA, understanding your program’s theory of change helps explain why certain services lead to measured outcomes.