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									YE/YB REPORTS: 2006


2007 Calendar                     3     Colorado ACORN          167
YE/YB Agenda                      4     Connecticut ACORN       172
Chief Organizer Report            10    D.C. ACORN              178
Nat’l Ops/Exec. Director Report   43    Florida ACORN           189
Nat’l Field Operations            48    Georgia ACORN           202
Nat’l Field Coordinator           53    Hawaii ACORN            205
Nat’l Campaigns                   55    Iowa ACORN              208
Financial Justice                 63    Indiana ACORN           210
Research                          66    Kansas ACORN            212
Legislative                       68    Louisiana ACORN         215
Communications                    73    Massachusetts ACORN     218
Social Policy magazine            76    Michigan ACORN          220
Technology                        79    Minnesota ACORN         221
KABF                              81    Mississippi ACORN       226
KNON                              83    Missouri ACORN          230
CCI                               88    Nebraska ACORN          234
Legal                             92    New Jersey ACORN        236
Training                          93    New Mexico ACORN        242
Living Wage Resource Center       95    North Carolina ACORN    247
Fair Housing                      99    Ohio ACORN              250
Development                       101   Pennsylvania ACORN      259
Local 880 SEIU                    102   Rhode Island ACORN      272
Local 100 SEIU                    121   South Carolina          274
Political Operations              125   Texas ACORN             278
Pol. Ops Field                    130
Pol. Ops. SWORD                   133   Midwest Region          281
Project Vote Election Admin.      137   Southern Region         287
Project Vote                      138   North Atlantic Region   292
AZ Homeownership Program          142   Western Region          299

Arkansas ACORN                    143   Canada                  302
California ACORN                  146   Latin America           307


January 1           New Year’s Day                   Offices Closed -- Holiday
January 6           ACORN Executive Board            New Orleans
January 15          Martin Luther King Day           Offices Closed – Holiday
January 21-25       World Social Forum               Nairobi, Kenya
February 20         Mardi Gras                       LA Offices Closed – Holiday
March 3-4           Organizing Dialogue              San Antonio
March 9             Management Staff Council         New York City
March 11-15         ACORN Legislative/Political Conf Washington, DC
March 31            Field Operations                 New Orleans
April 6             Good Friday -Or Equiv.      Non-LA Offices Closed – Holiday
April 14-15         Association Board                Little Rock, Arkansas
May 3-4             Organizers Forum – Dialogue XI   Training Practices and
Methods – Montana
May 28              Memorial Day –Observed Offices Closed – New Holiday
June 1-2            Mid-Year Management               Santa Fe, New Mexico - TBA
June 16             ACORN National N’hood Cleanup Day         Everywhere!
June 18             ACORN 37th Anniversary            All Offices Recognition
June 23-24          Local 100-880 Staff/Board Retreat TBA
July 1-6            ACORN Leadership School           Detroit
July 4              Independence Day                  Offices Closed – Holiday
July 21             Local 100 Leadership Conference Lake Charles
July 28             ACORN Canada Board                Toronto
July 28-29          ACORN International Board         Toronto
August 3-8          Annual Organizer Training         Los Angeles – Colby Ranch
August 26-27        Management Training               Santa Fe
August 30-31        Site Fighters III – Conference    San Francisco Bay Area
September 3         Labor Day                         Offices Closed – Holiday
Sept 10             ACORN National Schools Day        Everywhere
September 14        Management Staff Council          Denver
Sept 24 – Sept 28   Organizers’ Forum Global Dialogue Russia
Oct 6-7             ACORN Field Operations            New Orleans
Oct 13-14           Association Board Meeting         TBA
November 22         Thanksgiving Day                  Offices Closed – Holiday
Dec 13-14           Organizers’ Forum Board Meeting New Orleans
Dec 14-15           Year End – Year Begin Meeting     New Orleans
Dec 24-28           Local 100 Shutdown Week           All Local 100 Offices –
                                                      Skeleton Crew
December 25         Christmas Day          Holiday    Offices Closed – Holiday

                            YEAR END – YEAR BEGIN 2006
                                December 14-17, 2006
                             Sheraton Hotel – Canal Street
                               New Orleans, Louisiana

PRE-MEETING, December 12-13, 2006
ACORN Housing Staff House Gutting and Cleaning (optional)      Contact:
ACORN and Other Staff House Gutting and Cleaning (optional)
Tours of New Orleans Neighborhoods and the 9th Ward (optional) Contact:

THURSDAY, December 14, 2006
8:30 AM   --   9:00 PM                   ACORN Housing Counselors Meeting
9:00 AM   --  12:00 PM                   Big State Head Organizers Meeting
9:00 AM   --  12:00 PM                   LEAP II - Lead Heads Meeting
1:00 PM   --   9:00 PM                   Field Operations Meeting and Training
1:00 PM   --   8:00 PM                   Political Operations Small Group Meeting
9:30 PM   --    until                    Women’s Caucus

FRIDAY, December 15, 2006
8:30 AM    --    11:30 AM                ACORN Housing Counselor Meeting
8:30 AM    --    11:30 AM                Political Operations Meeting
9:00 AM    --    11:30 AM                A-CLOC Meeting
8:30 AM    --    11:30 AM                Head Organizers Meeting

12:00 PM     --     2:00 PM       Plenary
                                  Introduction and Welcome
                                  Discussion of Agenda & Goals for the Meeting

                                  Chief Organizer Report
                                  Field Director Report
                                  Political Director Report

2:00 PM      --     2:45 PM       Organizing on the Web!

                           Justin Ruben, Organizing Director, Move On - Austin

2:45 PM      --     3:15 PM       Housing Director Report
                                  Executive Director Report

3:15 PM      --     4:00 PM       Re-thinking Education for Low Income Families

                                  Mike Feinberg, Co-Founder, KIPP Schools, Superintendent
                           - Houston

4:00 PM      --     6:00 PM       Operational Meetings
                    Financial Operations                      Housing Operations

                       Field Operations                           National Operations
                       Political Operations                       Labor Operations
                       Communications Operations                  International Operations (w/

6:00 PM         --     7:30 PM       Dinner Break

7:30 PM         --     8:30 PM       Preparing for Power: The Next Cycle?

                                     John Podesta, Center for American Progress

8:30 PM         --     10:00 PM      Campaign Workshops

   •     Money Mart / Payday Lending: Jordan Ash (Financial Justice Center), Matthew
         Henderson (New Mexico, Southwest Region), Katrina McKeown (Vancouver)

   •     Pressing Ahead to Combat Neighborhood Violence: John Eller (San Francisco), Robin
         Hood (Chicago), Liz Kropp (Cleveland), and Ben Winthrop (Tampa)

   •     Healthcare Expansion & Environmental Health Campaigns: Jose Manuel Escobedo (El
         Paso), Derrick Jessup (Baltimore), Beth Butler (Louisiana), and David Sharples (San

   •     Targeting Developers in the Housing Market: Anthony Panarese (Oakland), Harold
         Miller (New York), Peter Kuhns (Los Angeles)

   •     Tenant Organizing – Lupita Gonzalez (Los Angeles), Ryan Spangler (Madison), and
         Julie Roberts (Paterson), Sergio Aguirre (NY)

   •     Getting 150,000 Votes on Your Own Ballot Line: The WFP Story! Emma Wolfe
         (Organizing Director – NY/WFP), Theo Moore (NYC Organizer, NY/WFP), Louisa
         Pacheco (Upstate NY, NY/WFP)

   •     Research for campaigns – Liz Wolff (Research Dept), Val Coffin (Fair Housing Dept),
         Marc Seiden (Campaign Dept), Gina Vickery (New Orleans – Katrina Projects), and
         Greg Mellowe (WARN Research Director – Orlando)

   •     Wal-Mart – Rick Smith (WARN – Florida), Wendy Torrez (WARN-Merced), and
         Madeline Talbott (Illinois)

   •     From Living Wage to Paid Sick Days – a Working Families Agenda: Jen Kern (Living
         Wage Resource Ctr), Mimi Ramos (Massachusetts), Neil Sealy (Arkansas), Orell
         Fitzsimmons (Local 100 – Houston)

   •     Working with Unions –Leslie Mendoza Kamstra (CLOC), Brandon Nesson (Minnesota),
         America Canas (NY Childcare Organizing Project), and Myra Glassman (Local 880)

    •   Taking on the Utility Companies – Eric Weathersby (Northern Indiana), Allison Brim
        (Dallas/Ft.Worth), Deidre Murch (Lansing)

    •   Building Organizational Power Through Ballot Initiatives – Katy Gall (Ohio), Ben
        Hanna (Colorado), Andrew Ginsberg (Kansas City, MO)

    •   Building the Working Families Party - Clare Crawford (WFP Field Director 07) , Dan
        Cantor (Director, NY WFP)

    •   Immigrant Organizing Plans for 2007 – Brenda Muniz (Legislative Director), Damaris
        Rostran (New Jersey), Alain Cisneros (Houston), Teresa Castro (New Orleans)

    •   Building the Base and Moving Campaigns through VITA and Benefit Centers: Jayne
        Junkin (Houston), Laura Godines (San Francisco), Urell Spain (Philadelphia), Marie
        Flores (Dallas)

    •   Organizing Against Voter Suppression Efforts – Mike Slater (Project Vote – National),
        Ali Kronley (Philadelphia)

    •   Campaign Finance 101 – the Rules of the Game – Jeff Robinson (Deputy Political
        Director / Electoral – DC), Steve Bachmann (General Counsel – IN), Hollis Shepherd
        (CCI Legal – New Orleans), Brian Mellor (Legal – Political, Boston), Jessica Kudji

    •   Brave New World: Campaigning On-line -- Kevin Whelan (Communications), Nathan
        Henderson-James (Oakland Political), Tunde Obaze (KNON)

    •   AHC – Converting Production to Leadership in the Housing Industry – Richard Hayes
        (DC, Moderator), Bruce Dorpalen (Philadelphia), and others TBA

10:00 PM       --                    Queer Caucus
                                     Organizers of Color Caucus I

10:00 PM       --     Until          Solidarity

•       Saturday, December 16, 2006
•       8:00 AM      --     9:00 AM       Dawn Patrol: Special Session with Nathan and
              Denis on Using the Database More Effectively

9:00 AM        --     9:20 AM        Media – Communications Report
                                     CCI Report

9:20 AM        --     10:00 AM       Shelter from the Storm: Explanation and Response to
                                     Steve Bachmann, General Counsel & Kevin
                                     Whelan, Comm Director

10:00 AM     --     12:00 PM       Services and Skills Workshops

  Performance Based Management – Beth Butler (Middle South Region) and Matthew Luskin
     (SEIU 880)

  Basics in Using your Local Website: What to Do and How to Do it! - Mark Madere
     (Webmaster), Nathan Waldrip-Fruin (Communications), Laura Goodhue (Florida)

  Design Upgrades: Help to Create Better Fliers and Materials! – Reico Robichaux
     (Communications Dept - Designer), Jewel Bush (Communications – Writer/Editor)

  •   Getting Good Press: Charles Jackson (Communications Dept) , Sonya Murphy (Jackson)

  •   Innovative Electoral Campaign Tactics: Dear Neighbor and Friends & Neighbor
      Programs – Emma Wolfe (Organizing Director – NY WFP), Bill Lipton (Deputy
      Director – NY WFP)

  •   Building and Maintaining Large Electoral Canvass Programs – Johanna Sharrard (Pol
      Ops – CO/MO), Debaniesha Wright (Pol Ops – OH), Beth Berendsen (Pol Ops – OH),
      Jake Olsen (Pol Ops – MO)

  •   AHC Managers (ONLY): Increasing Local Capacity and Time Management – Jean
      Withers (Seattle) (Moderator), Rosalind Carroll (Philly), Alex Dicotighano (Las Vegas),
      and Ernie Boyd (Seattle)

  •   AHC: Creating Successful Post-Purchase Classes – Tara Benigno (Moderator -
      Brooklyn), Reagan Brewer (Chicago), Fantaye Akbar (Dallas), Alexa Milton (St. Paul) ,
      Munai Newash (Chicago)

  •   AHC: Housing Counseling 101: Making the Most Out of Our Lending Agreements –
      Doris La Torre (Moderator - Bridgeport), Christy Leffall (Oakland), Raquel Ravelo

  •   Fundraising from Issue Campaigns – Steve Bradberry (New Orleans), Maryellen Hayden
      (Pittsburgh), Dave Lagstein (Detroit)

  •   Working with Navision – Denis Petrov (CCI), Mary Ann LeBlanc (CCI), and Irvine
      Figueroa (CCI)

  •   How to Build Power in your City and State – Jon Kest (New York), Ginny Goldman
      (Texas), Derecka Mehrens (California)

  •   Event Based Fundraising – Dave Chaos (KNON), Sara Albee (New Orleans Rebuilding

  •   Moving Members to be Volunteer Organizers – Chris Entrikin (Pol Ops – Los Angeles),
      David Perkins (Albuquerque), Carrie Guzman (Michigan), Amanda Thorson (AZ), Tai
      Smith (Cleveland), Becky Wagner (Rhode Island); Amy Teitleman (Cincinnati)
   •    Alternative Membership Strategies / house meetings – Alain Cisneros (Houston),
        Barbara Clark (Cleveland)

   •    How to Pass State Legislation: Brian Kettenring (SE RD/ Miami), Amy Schur
        (Campaign Director), Ronald Coleman ( New Orleans)

   •    AHC: Get Ready for 2007: Organizing Successful Fundraising Events – Jose Luis
        Trevino (Moderator – San Jose), Munai Newash (Chicago), Sherry Randall (Dallas), Pam
        Beard (San Diego), Lydia Lopez (Fresno), Susan Wayman (New Orleans)

   •    AHC: 2006 Production Cinderellas: How to Blow Away Everyone’s Expectations!
        Angie Oliver (Moderator - Boston), Jorge Guerrero (Dallas), Alex Dicogtinano (Las
        Vegas), Theresa Naylor (Springfield), Carmen Blatt (Kansas City), Michelle Celestin (Ft.

   •    Housing Development: How 2006 Experience Informs 2007 Plans – Mary Shalloo
        (Development Director, Chicago), Ismene Speliotis (MHANY, NY), Marie Lee (New
        Orleans), Marilyn Perez (Phoenix), Tony Fuller (Chicago)

   •    Mind Meld: Researchers Coordination Meeting (Invitation Only) – Liz Wolff, Research

   •    Dues and Don’ts Without Bargaining – Barbara Watson (Wal-Mart Workers Association
        - Orlando), Rosa Hines (Local 100 – NO), Maria Castilleja (Working Families
        Association – Houston)

12:00 PM       --     1:30 PM                Lunch Break

       Special Meeting: ACORN and Allied Tech Staff Discussion – Place TBA
       Special Caucus: Footprint Meeting to Discuss Citigroup and ACORN Partnership with
Eric Eve

1:30 PM        --     2:00 PM                You Should Have Been There When
                                             Dramatic Re-creations of the “Best of

2:00 PM        --     2:30 PM                Labor Report – 880
                                             Labor Report – 100
                                             ACORN Community Labor Organizing Center (A-
                                             ACORN International Report

2:30 PM        --     3:30 PM                New Initiatives

                                         !   Corporate and Volunteer Contributions – Mitch
                                             Klein (Office of Chief Organizer) and Darryl
                                             Durham (NO Clean-out Program)

                                      !   Katrina Update – Wade Rathke and Steve

3:30 PM      --     5:30 PM               Organizing Workshops

  Organizing and Operating VITA and Benefit Sites-- Jeff Karlson (New Orleans), Maryellen
     Hayden (Pittsburgh), Urell Spain (Philly), Tanya Hicks (Cincinnati)

  Moving Volunteers – Sara Albee (New Orleans Gutting), Karen Elben (ACORN Tax and
    Benefit Centers – New Orleans)

  Working with Clergy -- Leiland Woods (Dayton), Bertha Lewis (New York)

  Working in Coalitions – Dave Lagstein (Michigan), Katy Gall (Ohio), Anthony Panarese

  Building Organization from Provisional Members – Brennan Griffin (CO Office / NO), Ali
     Kronley (PA), James Wardlaw (Toronto), Jeff Partridge (Rhode Island)

  •   How to Fundraise Canvass – John Anderson (Ottawa), Kris Harsh (OH), Ryan Spangler

  •   Intakes and Membership – Tiffany Jones (WARN), Mimi Ramos (Massachusetts), and
      Eric Weathersby (NW Indiana)

  •   Creating Big Turnouts: Aimee Olin (Providence), Derrick Jessup (Baltimore), Christina
      Spach (Atlanta)

  •   Organizing in Middle-Income Communities: Antoinette Krause (SE PA), Amanda
      Thorson (Mesa), Brandon Nessen (Minneapolis)

  •   Associate Membership Canvass – Greg Basta (New York), Neil Herman (SE PA),
      Brittany Petit (RI)

  Organizing Informal Workers – Brynne Seibert (880-Chi), Julie Roberts (Paterson),

  Organizing Partnerships with Labor -- Derecka Mehrens (California), Ross Fitzgerald (A-
     CLOC), Rosa Hines (SEIU 100 – New Orleans)

  Getting the message: Working with leaders to build ACORN's Brand -- Kevin Whelan
     (Communications Director), Toni McElroy (Houston),

  Developing International and National Campaign Strategies: Amy Schur (Campaign
     Director) and Judy Duncan (Canada), and Dine’ Butler (Argentina)

  Writing Grants -- Janet Reasoner (Wyoming), Camellia Phillips (New York), Carolyn Carr

6:30   PM     --     9:00 PM       Dinner and Banquet
                     6:30 PM       Seating and Social
                     7:00 PM       Dinner Served
                     7:45 PM       Program

                     Awards:       ACORN President Maude Hurd
                                   Local 100 SEIU President Mildred Edmond
                                   Local 880 SEIU President Helen Miller
                                   AHC President Alton Bennett

            Special Guest Speaker: Eric Eve, Senior Vice-President, Citigroup on the Value
of Partnerships

Sunday, December 17th

9:00   AM     --     3:00 PM       Political Operations Meeting

                        ORGANIZE EVERYTHING THAT MOVES!
                          BEST WISHES FOR A GREAT 2007!

                       CHIEF ORGANIZER REPORT
                        YEAR END – YEAR BEGIN – 2006
                            December 10, 2006

     Helene O’Brien          Field Director                Phoenix/NOLA
     Zach Polett             Political Director                 Little Rock
     Mike Shea               Housing Director                   Chicago
     Steve Kest              Executive Director                 New York
     Jules Nunn              CCI Controller                     New Orleans
     Donna Pharr             CCI Administrative Director        New Orleans
     James Smith             CCI Internal Auditor               New Orleans
     Steve Bachmann          General Counsel             South Bend (IN)
     Jordan Ash              ACORN Financial Justice Center     St. Paul
     Judy Duncan             ACORN Canada – Head Organizer Toronto
     Ercilia Sahores         Latin American Director            Buenos Aires

      Reena Desai                ACORN – India FDI Watch               Mumbai
      Barbara Bowen              Coordinator, Organizers’ Forum        San Francisco
      Amy Schur                  Campaign Director                     Los Angeles
      Kevin Whelan               Communications Director       Minneapolis / NOLA
      Liz Wolff                  Research Director             Dallas / NOLA
      Ross Fitzgerald            A-CLOC Field Director                 Houston
      Rick Smith                 WARN – Florida Director               St. Petersburg
      Jeff Karlson               ACORN Tax & Benefit Access            New Orleans
      Dale Rathke                Chief Organizer Assistant - Finance New Orleans
      Brennan Griffin            Chief Organizer Assistant - Labor Baton Rouge
      Mitch Klein                Chief Organizer Assistant - Field     New Orleans
      Lorette Orodgne            Chief Organizer Assistant – Support New Orleans
      John Proulx                ACORN Services, Inc.                  New Orleans
      Darryl Durham              ACORN Home Gutting Program            New Orleans

      Wade Rathke                Chief Organizer                       New Orleans

National Operations

      New Offices 2006           Quad Cities (IA)      Formerly Davenport, IA Office
                                 Saginaw (MI)
                                 Northwest (IN)
                                 Omaha (NE)            New State

      Re-Opened Offices 2006     Columbia (SC)         New State
                                 Des Moines (IA)       State Capitol
                                 Lansing (MI)          State Capitol
                                 Springfield (MA)

      New Loan Counseling        El Paso (TX)

      New Housing Development New Orleans (LA)
                              Paterson (NJ)

      New Field Offices for 2007 Salt Lake City (UT) New State / State Capital
                                 Boise (ID)          New State / State Capital
                                 Riverside (CA)
                                 Tacoma (WA)
                                 Spokane (WA)

      Re-Opened Offices 2007     None Scheduled

International Operations

      New Offices 2006           Ottawa, Canada (July)
                                 Buenos Aires, Argentina (July)

      New Offices 2007           Mexico City, Mexico (July)
                                   Montreal, Canada (July)

     Campaign Offices 2006         Mumbai, India (March)
                                   Delhi, India (April)
                                   Bangalore, India (November)

Directions and Priorities in Field Operations

     •   Breaking 400 Field Organizers: We come into the YEYB with more than 350
         organizers thanks to the partnership of field and political and the conversion of 06
         cycle capacity into field organizers.

     •   Opening new offices:       As we have discussed throughout the year, the pace of
         expansion has slowed to allow for us to stabilize growth and procedures, while
         restructuring operations as well. The inventory of offices is now at 107 offices in the
         US (with 3 in Canada, 3 in Latin America, and 3 in India).

     •   Expanding Canvass Via Field Operations:         With the assistance and support of
         New York, field operations is envisioning major growth in associate membership
         categories around base operations through establishment of dedicated canvass
         operations. The goals are significant:
         • Boston Suburbs: Up to Lowell and Lawrence
         • Detroit Suburbs: Warren, Sterling Heights, and others
         • Bay Area Suburbs: Fremont and Heyward particularly
         • Twin City Suburbs: Seven County Area
         • St. Louis Suburbs
         • Los Angeles Suburbs: Inglewood and other parts of Los Angeles County
         • Phoenix Suburbs
         • Cleveland Suburbs: Including Lorain
         • Dallas Suburbs: Re-staffing Fort Worth, Arlington, Irving, and opening Grand

     •   Stabilization Program in Field Operations:        By revising new office expansion
         goals, Field intends to concentrate this program in North Carolina, Tennessee,
         Alabama, Virginia, Orange County, Oklahoma, Florida, and Hawaii. More detailed
         plans are being made for this program during the end of the year meetings.

     •   Joint Projects and Partnerships: We continue to explore strategic alliances with
         other community networks and with labor unions that would help us grow where we
         are and where we want to be.
            •   We held a series of meetings to consolidate the partnership between SEIU and
                ACORN and executed new improvements to the master agreement in 2006.
            •   Our relationship continues to also deepen with the Gameliel network. Work in New
                Jersey was added to the work in San Diego. I attended the 3rd DLA and thanked the
                leaders and staff for their generous contributions to our Rebuilding and Recovery

       •   In Canada we have an emerging partnership with the British Columbia Government
           Employees Union (BCGEU).
       •   Katrina Rebuilding allowed us to consolidate a joint project with the Canadian
           Automobile Workers (CAW) which will help us in both countries.

•   Service Based Support: We continue to push a services-based model in addition to
    the campaign-based model using both our EITC work and ACORN Tax Access
    Centers and adding ACORN Benefit Access Centers
    as a year-round addition in many locations in 2006.
    We continue to find offices willing to fully exploit the
    potential to tap non-traditional sources have achieved
    significant support. We need to accelerate. At the
    same time we are increasingly aware that we are going
    to have to move this program to a more performance
    based system. Too many offices are hardly using the
    benefit access at all, so the cost per member for
    development and implement is still excessive. We
    need to integrate this more fully. The ACORN Tax
    Access and Benefit Centers are now not supporting
    offices achieving under a baseline performance
    standard, and this needs to continue to increase as an
    accountable program with clear production.
                                           Figure: New Orleans ACORN members celebrate
                                                 the opening of their local VITA site in 2005.

•   Campaign Based Support:            We have seen significant progress in recent years in
    this area and continue to believe the long term prospects are significant. Mitch
    Klein’s movement to headquarters sees him focusing significant amounts of time in
    research and development in this area. Short term there are some issues we found in
    2006 that were disconcerting. Our expenditures of almost $250,000 for tax prep
    campaigns in 2006 yield almost nothing for us. The most significant expenditure in
    the Amscot in the central and bay area of Florida in fact saw us spend significantly
    for a campaign that never really happened and a payoff received before an agreement
    was consolidated, and the whole thing ended up as a huge lesson. But the rest of the
    work was marginal as well on all targets and produced in all honesty, less if anything.
    Candidly confusion between good faith campaigns designed to win industry standards
    and support future work and infrastructure became confused as if it were little more
    than an office income supplement. We have to battle this tendency and review the
    future. In 2007 we are also looking at the end of the Household campaign support,
    though we are still hopeful of renegotiating at some level, even the most optimistic
    have to realize the number will deteriorate substantially.

•   Partnership Based Support:         In moving forward to develop new and non-
    traditional resources, we are seeking to identify corporations and other institutions
    that intersect with our constituency base as potential “partners” that can unite with us
    programmatically to create a mutually beneficial result and accompanying resources

             to allow for our expansion and core support. Over recent years the development of
             the partnerships produced from the struggle of campaigns with various corporations
             offer constructive learning models about the multiplier effects of such relationships
             forged in conflict. This is no more evident than in the developing relationship with
             Citigroup and H&R Block as two examples. Continuing the work the partnerships
             aggressively and across operations has paid significant benefits throughout the
             ACORN family and continues to do so. The supplemental side letter being finalized
             with Citigroup during the 1st week of 2007 to add 10 offices with an “elastic”
             footprint for the agreement is very important. Citigroup’s interest in adding support
             and discussion of international operations to the relationship meeting at the same time
             in order to discuss partnerships in Latin America, India, and Africa with ACORN
             could be significant in stabilizing resources capacity for expansion and maintenance
             in these emerging ACORN International operations. None of this is every sure fire or
             guaranteed. We still seemingly have a long way to go to create a stable and
             sustainable relationship across operations with Household and HSBC, but the point of
             this discussion is that we are targeting this sector1 for aggressive exploration around
             resource development. This corporate and related assault has been tasked to Mitch
             Klein as my assistant in the Office of Chief Organizer. Thus far we have either met
             or have meetings scheduled with Entergy, Allstate, Florida Power & Light,
             Prudential, General Services, GMAC,2 and Mitsubishi for example. The broad
             discussions are around our interests and their interests, partnership intersections
             around our constituency and their customers, followed by our submission of a
             concept paper, further discussions, and development of partnership agreements and
             support. The response has been most enthusiastic on adaptations and extensions of
             the ACORN Tax and Benefit Centers. This is not something you should try at
             home! These are not local options for development, but are field support systems,
             meaning that offices broadly will benefit and receive support as these partnerships are

        •    Grassroots Base Development:               A companion program that we are
             developing is based on deepening the utilization of both partnership institutions and
             their employees in volunteer activity and support as well as activating these
             volunteers and our own members to more aggressively pursue work-based
             fundraising opportunities. One of the lessons learned from the Katrina experience
             came from Starbucks (developed by one of Mitch’s predecessors) which has become
             the primary monthly sponsor of the New Orleans Home Gutting program. Anyone
             who volunteers in certain periods with us and registers through a Starbucks outlet
             anywhere in Louisiana triggers a payment by the company of something on the order
             of $25 per hour. We have gotten checks on a monthly basis from Starbucks of
             between $10-12K per month! Similarly, we have been able to pursue oil companies
             like Shell, Chevron, and so forth that will match both sweat and/or financial
             contributions made to us on a proportionate basis depending on the company.
             Citigroup now continually asks us their employee volunteers in our programs, and we
             are going to have to start measuring as well as joining with them to encourage such
             support particularly in the ATBAC operations in 07. We believe “working
             partnerships” at the grassroots level with many companies with similar programs
  The notable exceptionality is around traditional mortgage banks where AHC is going to largely continue to lead
based on an inter-operational agreement made between housing and field in Santa Fe in mid-2006.
  Auto insurance issues.
             could make the difference in many of our offices between running in the red and
             breaking even. We have developed a list of thousands of businesses with similar
             programs which we are in the process of databasing, sorting by office and interest,
             and preparing for all operations utilization. We argue on the grassroots level that this
             program needs to be combined with the workplace activism and giving programs
             accessible in other ways to our members as well3 through both the Combined Federal
             Campaign (our ACORN Institute application is currently being prepared) and
             aggressive utilization of United Way donor directed programs where they already are
             mandatory (Seattle, Portland, Bay Area, etc) or available (everywhere based on
             applications which the Office of Chief Organizer will support working with Field
             Operations). Yes, all of this is work, but it is work, that privileges the base and our
             local operations programs and is totally holistic and sustainable. Mitch is also at the
             point here as part of his responsibilities in field support. In short though this is
             something that you will have to do at home!

ACORN International Operations

        The highlights of the year were the effective reorganization of the management of our
program both in Canada under Judy Duncan as head organizer and in Latin America under
Ercilia Sahores. Our offices are stabilizing, though not sustainable at this point. We suffered
terribly from the learning curve at CCI in handling our international business on a financial and
legal front and significant resources and time was lost on basic business, particularly in Mexico.
The actual work, as reflected in the reports4, indicates that the response and demand for ACORN
in other countries is deep and real, but our efforts are still embryonic and our aspirations huge.
Certainly one of the personal highlights of my year was spending several weeks helping open the
Buenos Aires office! Some brief notes are offered below about where we are going here, since
this question is often asked me.

        ACORN Canada           An early 2006 reorganization of staff was critical in Canada to
finally consolidating our gains and allowing the field program to take priority in the
organization. An obnoxious amount of time in the wake of this relief though has been spent
maintaining the important stability of the breakthrough grant from the McConnell Foundation,
the largest foundation in Canada (based in Montreal) and perhaps the most chauvinistic. Judy,
our lawyers, and the foundation have been in a constant mode of re-establishing core trusts and
understandings. Additional resources are now forthcoming from the Atkinson Foundation
(Toronto) and others which should put us in good stead for the future, as well as allow ACORN
Canada to steadily resolve family debt obligations and anchor growth of the entire international

        ACORN Latin America

        •    ACORN Mexico The costs in Mexico are exorbitant compared to the rest of our
             Latin American operations (1/2 US payroll costs) and there had developed a
             mismatch between expenditures, resources and dues levels, along with significant
             mismanagement of registration and resources by CCI. The staff has now been right-
  Remember some of them will be eligible on the former front as well. Talking to some of the MN ACORN
leadership a couple of days ago about this program several responded immediately that their companies had had
such programs (UM, 3M, etc) and one had been a loaned executive once to the United Way!
  Separate country and operations reports in this area have been written of course by Ecilia and Judy.
                sized somewhat, and we are trying to increase membership production and finally
                raise the profile of the operation on issues and campaigns. Efforts to support Wal-
                Mart sitefights in Baja could be helpful in this regard, as was recent exploration and
                meetings in Mexico City (and press Mexican and US press!) around our role in the
                Wal-Mart efforts. Timing on opening the office in the DF rests on staff training and
                development as well as resource stabilization. Citigroup financing uneven but

           •    ACORN Peru                 Registration was finally completed with much work.
                Groups are now expanding more rapidly. Campaign profile needs to increase at this
                point. Joint project with FENTAP on water privatization continues to find support
                from Panta Rhea. Overall budget in reasonable shape externally because of support
                from Ameriquest,5 but this requires constant diligence and is totally an ACORN
                relationship play.

Figure: Actions were made across the Americas on November 29th for a coordinated international
campaign against Shermin Williams. Sherman Williams representative admitted to ACORN Perú
that they still sell lead-based paint.

           •    ACORN Argentina           Office has now been open less than 6 months and continues
                to grow. Staff has been remarkably stable. First actions are generating attention.
                Resources provided for the opening of the office from the Frontera Fund of the Tides
                Foundation. Great hopes remain here for the future.

           •    Additional Latin America         Training being done by Ismene Speliotis and Ercilia
                Sahores in Puerto Rico6 may provide support for operations as well as begin
                introduction of ACORN more directly there. Recruiting finally moving up the list of
                priorities for Dominican Republic, so if a staff person is identified and trained in Peru
                or Argentina in 2007, office opening could be late 2007 or early 2008.

    Instability of the company could threaten budget stability in Peru in 2007-8.
    Supported by Mott Foundation.
        ACORN Africa           An invitation is being evaluated seriously for ACORN Nigeria.
Bertha Lewis of NY ACORN visited over Thanksgiving week and was very impressed with front
end work having been already done by former Brooklyn ACORN leaders, including potential
donation of a piece of land to provide resource support for the first 2 years of the organization on
the proposal we have made to the Nigerian sponsoring committee. I am visiting late in January
to also assess. Meetings with Sunday Alabie (MN ACORN) and Tunde of KNON hopefully will
create a US based ACORN Nigeria support committee to raise money for the ongoing organizing
to supplement dues.7

        ACORN Asia              2007 should see further developments of the partnership
relationships between training centers in Korea and the Philippines and our operations. These
will be determined by meetings tentatively scheduled with a network of community
organizations in March 2007 where both training and direct affiliation and/or joint campaign
work with ACORN is on the agenda. We have also committed to a joint training week sometime
in 2007 with both organizations to be held in Korea with participants from the Philippines and
from Thailand to learn our training methodology. It is unlikely that these efforts will mature
fully to the point of work in individual countries or direct registrations and membership until

        ACORN India           The first project under the auspices of ACORN India is under
discussion for the famous “Mills” area of Mumbai for sometime beginning perhaps as early as
the spring of 2007. Potential organizers are also being identified for hire in Delhi.8

          Figure: ACORN volunteers at the India Social Forum. FDI Watch organizers hosted a table at
                          the forum to help extend outreach for the campaign.

  The local non-resident immigrant community support model is one that we are trying to build to support India and
Africa expansion currently.
  See more discussion of India under the Wal-Mart section on ACORN-India FDI Watch.
National Staffing

        Staff Training and Development       The 15th Annual Organizer Training and the 14th
Advanced Organizer Training were held at Colby Ranch in no-cell phone country supposedly in
Los Angeles, but about as far as you can get and still be in the county. We had in St. Petersburg
on “training” models in 2006. Training programs are part of the upgraded agenda for 2007,
though we will have a dialogue in San Antonio early in the year while the plans are being made.

        Mid-Year Management Meeting          The 13th such meeting was held in Santa Fe, NM.
Highlights were Zephyr Teachout on internet campaigning and the presentation of the
preliminary results branding exercise along with the preview of the Sage Partners consultation on
field operations.

        Structure      Herb and Marian Sandler provided generous support for an outside review
of ACORN Field Operations and related activity in order to allow us – with help! – to assess our
infrastructure requirements and needs. Many of the recommendations were based on common
sense conclusions rooted in fundamental efficiencies to Field Operations, including increased
centralization, streamlined and direct management accountability, upgrades in training,
recruitment, and placement, among other suggestions. Additionally, there were important
analytical insights achieved which have made planning more realistic and achievable, especially
around growth goals. The calculation and identification of a 5-year financial breakeven average
for new offices was an important conclusion, particularly in an area where conjecture can be
disconcerting and consistency to goal can be challenging. As importantly, the process has finely
focused operations at all levels on the gap in finances that must be developed in order to achieve
overall organizational goals, since the numbers are huge. We continue to be highly engaged in
puzzling out some of the programs, including examining structural issues around management
operations, departmental organizations, and other areas with institutional importance and
support. We also are still working with the Sandlers to come to an understanding of where they
may be willing to support increased field capacity.

        Departments            We will be convening departmental meetings on a regular basis in
2007 to achieve greater coordination between field and non-field operations and within support
functions in general. Additionally, there will be a process of budget and revenue generation
limits and goals established for departments in 2007.

        Office of Chief Organizer We have taken important steps here particularly in recent
months with the full addition of both Brennan Griffin and Mitch Klein to upgrade ability of
overall management, development and support operations of the Chief Organizer. We are still
seeking to find the right replacement for Sharon Kerry, now trapped indefinitely on the West
Coast. There is likely to be an addition on the international side here, but nothing much more
expected, since many of the other goals will be achieved early in 07 and throughout the first
quarter through centralization in New Orleans.

National Budget Developments

       Here are the bottom lines on the challenges before us financially:

           •   A five-year sustainability timeline on US-Canada based offices requires more
               resources for support of below average offices.
           •   We can not run development that is unable to pitch and sell the entire ACORN
               program more aggressively, as opposed to shifting through the prism of politics or
           •   We face the challenge of raising huge numbers (over $50 M gaps) to achieve our
               goals and no systems or personnel in place have the ability currently to achieve these
               goals, nor have we identified sources sufficient create such revenues. We have to
               expand the size of the pie.
           •   We have in place elements that with proper support and management can create
               sustainable offices if we can achieve the discipline to run the program.
           •   We can not move to the next institutional level without more clarity around
               institutional vehicles (separations and relationships of c3, c4, and other instruments),
               constructive and holistic integration as well as full communication and transparency
               across all operations, and rigor in finances, back office, and legal support (i.e. the CCI
               functionality). Where we do not have this, we have to achieve it. Where we have
               managers uncomfortable with this, we have to overcome resistance or replace. Where
               we have problems, we have to have solutions.
           •   Our ambitions continue to outstrip our resources.
           •   Culturally, we have traditionally been slow to invest in capacity.
           •   We can not achieve efficiencies of scale, operations or personnel without
           •   Development activity must be constant and robust and succeeds better when creative
               and innovative as well.
           •   Success is a total and collective effort.
           •   Silos have to be collapsed so that information can flow.

           Saying all of this the template from last year’s report still is true for our sustainability

        Many of the initiatives around resource generation on a number of fronts are elsewhere in
the report, but there are few areas where we are more focused than this.

National Actions and Conferences

          In seeking to achieve both growth and sustainability we continue to support and expand
initiatives around (1) field operations “budget modeling,” though a real system of subsidy versus
scale and sustainability; (2) we have deepened partnership work; (3) we have continued to
“privilege our base” and the labor collaborations are the best examples; (4) we have continued to
“integrate” core operations and the Katrina work and response has been the biggest success; (5)
“agreement” based work and campaigns continue to be core; and (6) we have to make progress
in solidifying our “service” and “intake” based operations.

       The Columbus 2006 ACORN National Convention was an excellent event. Old timers
                                                              might grouse at the lack
                                                              of a “target” honored by
                                                              time-honored tradition
                                                              of these affairs, but the
                                                              membership was ecstatic
                                                              with the affair. Equally
                                                              valuable for the
                                                              resources and expense
                                                              was the huge press
                                                              boost, particularly to the
                                                              Ohio minimum wage
                                                              effort and the great
                                                              internal recognition of
                                                              the organizations, its
                                                              members, and leadership
                                                              by public figures and
                                                              leading future
                                                              candidates. We arrived
                                                              in an additional way by
                                                              having attracted for the
                                                              first time our own
                                                              “counter demonstration”
                                                              both at the convention
                                                              and at the state capitol
                                                              with a rolling billboard
                                                              truck attacking the
                                                              organization. Now, if
we can just finally pay off the last $140,000 in bills….

        2006 saw the sixth annual ACORN Community Clean-up Day and the ACORN Schools
Day continue to be interesting without really getting traction, or institutional investment and
replication. In 2007 we are looking to reprogram these events as opportunities for community
and corporate volunteerism in a program that Mitch Klein will be supporting.

        With the changing dynamics in Washington beginning to make Congress a place of some
interest rather than continued dread, the 2007 Legislative Conference is likely to be an important
opportunity for the organization to imprint our special brand on emerging events, especially with
concessions everywhere that the minimum wage will be an important first step in new

        In conjunction with our Wal-Mart organizing in Florida as well as ACORN and our allies
extensive work around “big box” siting, where we have developed unparalleled expertise, as well
as the riveting interest Chicago ACORN and allies were able to create in the struggle to win a
“big box” wage rate in that city for retail, WARN, the Wal-Mart Workers Association, and
ACORN among others sponsored the early September Site Fighters Conference II in
Sacramento, California bringing together all elements of the Wal-Mart campaign. The most
important outcomes of the meeting were our ability to showcase our Florida work along with the
Merced work to halt development of a distribution center, and the combination of these forces to

begin to create a more intense and productive relationship with the Teamsters around distribution
issues and interests.

        Focusing our Katrina work in 2006 around the right to return and the issues of Katrina
Survivors in a number of Gulf South cities, led to a wintry pilgrimage to Washington on busses
from the diaspora. Great work by the national and DC based staff, as well as hard sweat and
great luck in equal measure delivered by the communications department, saw the ACORN
Katrina Survivors March on Washington on the front page of the Washington Post, as well as
in a host of critical meetings that gave us some credibility on the happy coincidence and
confluence of events that ended shortly after our return home with final passage of financial
commitments for the disaster.

Political Development

         The political department under Zach Polett’s leadership continues to be a juggernaut and
expanded its capacity and reach significantly in 2006. The milestones will be covered in the
political report no doubt, but the highlight film would include obviously the 4 successful
initiative petitions for minimum wage, more than 500,000 new voters registered, millions of
dollars raised on all fronts10, highly successful recruiting and placement in management
positions, and clearly that’s not even the whole story. The political posture and position of the
organization is such that we have been the first friend of progressives and the scourge of the right
and the Wall Street Journal.

        In 2007 we are looking position ourselves even more deeply. Conversations before the
election focused on assembling a meeting of more than 1000 members, likely in Vegas, to vet the
key candidates from both parties (if they will come), and move towards an early engagement and
endorsement significantly before the run-up to the primaries. We have already begun
conversations with key allies (like SEIU) about how to segue our programs with others to create
momentum for preferable policies and the people willing to embrace them publicly and commit

        The 07-08 cycle challenges us to continue to expand our capacity and clout, while at the
same time always keeping in mind that the machinery rests and only operates well when firmly
attached to the growing membership base throughout the country. Continuing the encouraging
integration of recent years continues to be a high priority of mine, and certainly of both the field
and political departments.

        The Working Families Party in New York and Connecticut continued to establish
themselves shrewdly as political forces. The ballot project in Massachusetts to advance election
opportunities (read fusion) made it to the ballot, which was never easy, but unfortunately could
not overcome some of its negatives, so lost decidedly by a woeful margin, even in the trenches of
liberalism. This will be something that we will have to answer in the future. South Carolina
moved forward smartly in 07 as a small consolation. Efforts to move ballot coalitions forward in
Washington and Oregon showed promise but were never able to muster up on a short timeline,
so decision points for 08 remain in the northwest. Field operations have been assumed by Clare
Crawford for 07, who will be missed in the ACORN Field Operations, but understood the

     In partnership with Steve Kest.
priority and the challenge on this frontier. The integration of the WPF into the COUNCIL and
the overall ACORN family of organizations made such a transfer possible, and one recognizes
many names from ACORN in any stroll through the WFP Empire.

        Discussions about both the need to mop-up on minimum wage initiatives in states where
the opportunity still avails, particularly for indexing, which seems unlikely in the near term from
our friends in Congress, as well as starting the next generation of initiatives around health care
based issues seems important now. Additionally, looking in 07 at opportunities in local areas
should keep our skills well hewn. Los Angeles sill looms large as a place where we need to do a
local minimum wage very badly to finally position ourselves where we need to be in the 2nd city,
and the addition of the field membership canvass in Bay Area cities (as well as Wal-Mart and
other work) could make a host of smaller communities targets for exciting local initiatives. New
Mexico continues to be a dog with a bone on this issue pushing to expand to every nook and
cranny of their state, as rightly they should.

National Campaigns

       Predatory Lending This is an area where the ACORN Financial Justice Center
continues to concentrate across various fronts.

   •   Wells Fargo has continued to persistently avoid either justice or peace with honor. We
       continue to pursue enough public activity at board meetings, press statements, and
       selected events to keep a fire burning to help light the path, but most of our hopes lie in a
       settlement of our legal claims. The Board voted to approve negotiations for a heavily
       California weighted class to enliven the hopes for settlement, but prospects remain
       tenuous and uneven.

   •   Canada and the US had entered direct meetings with Money Mart and some of the
       payday lenders and Canada particularly continues to lead on this effort, but again any
       resolution has been illusive. Changes in the law at the national level under the Harper
       government seem to be rationalizing the ability for provinces to move model programs,
       so there is discussion here and possibly some action coming in 2007, where we will play
       a key role. Our office in Ottawa and research and legislative capacity there should be
       helpful on this score. An action on the US side at the board meeting of Money Mart’s
       owners hopefully augurs for more interest in taking up the scourge of payday lending
       more broadly.
   •   The concentration of the sub-prime industry in southern California, particularly in
       Orange County, has argued for several years that we needed a significant southern
       California initiative by the ACORN Financial Justice Center. Earlier in 2006 we did a
       round of meetings to open up direct negotiations around reforms with New Century (now
       the largest sub-prime lender), Option One (a unit of H&R Block, we have been pursuing),
       and others. Several meetings with New Century have now moved us to an early 07
       decision point or more public “engagement” as we euphemistically argue. Assistance
       from cy pres monies from the Cachet firm, has now allowed us to finally hire staff in
       California for the AFJC, as we expand this effort. The strategy is to bring all major sub-
       primes under the same rules and regimes. 2007 will see how close we can get in
       continued jawboning and legal feints before more direct engagement.

       Living Wages           See political discussion earlier.
         Education      Last year I remarked here about the quip of an unnamed ACORN
organizer quoted at the Hartford conference as having called education campaigns, “…the Viet
Nam of organizing.” Perhaps as our understanding continues to deepen with greater experience
in Iraq, we are coming to the point where it will be more accurate to refer to our dilemma here as
“…Iraq of organizing.” I mentioned last year in this report that, “The increasing list of non-
performing schools is not being met by a campaign of outrage and anger equal to the problem
yet.” Another year has gone by and it is even truer now. Part of what has been immobilizing us
is our own version of “sectarian” problems. Our allies in the main, both on the left and in labor,
have been unwilling to break out of existing patterns to assess the drastic need for a new strategy.
We are now absolutely and categorically there. The question is where. I had hoped a joint
education meeting that had been proposed for 2006 between ACORN cities with education
projects and PICO cities with strong education work would produce some insights and direction
in this regard, but the meeting did not come together. One of the co-founders of the KIPP
schools is coming to the YE/YB and will be meeting with education organizers. We have to
“nationalize” our work in an effective program for our constituency, and we simply are not there

        Tax Preparers – RALs           We entered 2006 with the cry of “give us Liberty, or give
us death!” Thankfully, Liberty gave in relatively quickly when finally realizing through field
and other action that we were not going away and were intensifying our campaign. Jordan Ash
and I met with representatives of Liberty early in the year and managed to bring them into the
pattern. The demonstration city will be Raleigh, North Carolina. This settlement
(notwithstanding the lessons learned from the Liberty experience!) allowed us to look to
complete the pattern. Amscot, headquartered in the Tampa Bay area I’ve already discussed, and
they have come into line after a fashion and we are still trying to pull them to plump. Other large
companies in a highly disaggregated industry are as much payday operations or purveyors of
other financial services as they are tax preparers. The long and short of it, is that we did not
make progress sufficient to justify the investment. The results of the ACORN Tax and Benefit
Centers were so significant that we were surprised to get a renewal request from Marguerite
Casey for this combination of service and campaigning, because they feel it is perhaps the most
clearly successful program they have funded. We asked for $1.3 M over 2 years and have
recently heard that we will receive $1.5M over 3 years. Our efforts are likely to concentrate (in
addition to expanding ATBC) on moving upstream on the preparers and the RALS by targeting
the factors supplying the money – and adding the fees we have not been able to negotiate away!
– particularly HSBC and Santa Barbara Trust.11

         Wal-Mart Campaign           2005 was the startup year for our Wal-Mart organizing, and
2006 gave us a full year of experience on a number of fronts. The developments have been
fascinating, and we (both through WARN and ACORN) continue to be at ground zero in the real
campaign that is engaging this company, and in our case we would argue in fact is winning
against the company, but the work is uneven and still hangs in the balance to determine the end
results, which need several more years to bring to fruition.

       •   Wal-Mart Workers Association         The heartland of our strength continues to be around
           the Orlando area. Activity maintains strength with steady store based results.
           Membership has not achieved stability against turnover or scale because of unresolved

     More details on the strategic thinking and planning will be furnished no doubt in Jordan’s AFJC report
         list problems. We are looking to finally invest in additional lists in early 2007 as delayed
         resources become available in order to more robustly test our original proposition and
         climb over the hump. This has been the most difficult piece of our project.

     •   WARN / Florida         Here we have rocked! We won the big box moratorium in Orange
         County (Orlando) and our record in blocking Wal-Mart construction is around 12-0 now
         since the beginning of the project. We have arguable the strongest research team per
         person and pound in the our work now in our Tampa and Orlando offices, combining
         straight research with organizing and campaign skills, and led by the uniquely
         methodical, Greg Mellowe. Our software development on predictive siting, database to
         messaging, and other tools have put us in a position to win and the strength of this
         operation and the record Florida under Rick Smith’s overall direction have given us huge
         traction in the work. We are moving to ballot initiatives in 2007 in Sarasota and
         hopefully St. Petersburg which will combine big box restrictions with requirements for
         higher minimum wages in any publicly subsidized project (a loophole in the Florida local
         restrictions around local living wages!).

     •   WARN / Merced           Relationships built in the Bay Area by ACORN led us into a series
         of meetings that culminated in a contract between UFCW locals, the UFCW, and IBT
         locals to support research, community and other organizing to seek to block construction
         of planned Wal-Mart distribution center. The project is more than six months old.
         Project staffing has finally stabilized, and we are continuing to move well on the ground.
         The eventual outcome of the work is hard to predict, but we are fully engaged in a
         strategy to deny the company the ability “upstream” to expand operations.

     •   WARN / Expansion Following the Merced and other California discussions and
         experience on the ground, we are finally moving forward to propose expansion of the
         WARN-ACORN program in other designated areas. We have had some problems with
         the primary outside funder for this strategy, the Panta Rhea Foundation, but are hoping to
         work these issues out going into 2007. Meetings are being organized in Denver,
         Michigan, and Ohio to present the program tailored to expansion by Wal-Mart in key
         markets in these areas where UFCW and other labor local interests with both appreciation
         of the threat and resource capacity to engage.12 Continue to see to expand WARN into
         the Bay Area, but are now worried about resources in California Healthy Communities,
         our partner in this project.

     •   Teamsters / Distribution Centers Program 2007 Following meetings at the Site
         Fighters Conference with the IBT organizing director and staff for warehousing at their
         request we submitted a ! M proposal and plan for organizing our site fight – WARN
         program targeted at blocking predicted sites and projects for distribution centers in 7
         western states and 5 specific targets. We have also argued that we create Wal-Mart
         Workers Associations at the existing distribution centers in order to create membership
         pressure within the company. Our proposal is premised on what we believed will be
         higher community density for distribution workers in the smaller towns where they are
         located. The organizing department of the warehouse division has endorsed the proposal

  UFCW locals spent approximately $7 M per year on site fights with Wal-Mart so our premise is based on the
belief that any real success is more likely achievable with full local union commitment and investment, rather than
believing that this is something that can be shouldered by the International.
       and is taking it to President Hoffa before the end of the year, so we are hopeful that with
       his approval of the entire program or some phases of the program, we will be able to
       implement in early 2007.

   •   ACORN – India FDI Watch Campaign               As part of our overall Wal-Mart campaign
       our work in India has been important and assisted in delaying expansion into this 1+
       billion person market an additional year. In some ways with our allies we have perhaps
       been too successful, because the denial of Wal-Mart’s direct entry with the firestorm we
       assisted in creating around the government’s unilateral approval of single brand retail
       earlier in 2006 forced any approval of significant FDI (foreign direct investment)
       modifications to be shelved because of the evaporation of political support from the left
       parties and the continued opposition by the right – all of whom have significantly assisted
       our campaign. The entry into retail of the Indian utility giant, Reliance, on the classic
       Wal-Mart business model of distribution hubs and large stores, finally forced the
       company’s hands, and realizing that the modifications of FDI were now significantly
       blocked, the company announced a joint venture, which is regulated differently, with the
       Bharti group (cell phones and communications) to attempt to enter the market by the
       middle of 2007. We have staff and operations in Mumbai, Delhi, and Bangalore and
       finally secured some separate funding from Change to Win to support this work directly.
       Building our credibility and profile in India as ACORN has been a huge benefit derived
       through the campaign. Meetings with party leaders, heads of other social movements,
       unions, and both community based and trader based organizations have all been at a level
       that would have been inconceivable had our entry into India been simply at the grassroots
       level. We have now begun the application process for ACORN India and see spring
       boarding the continued campaign work in coming years into building ACORN India on
       the ground with membership in both Mumbai and Delhi potentially as early as mid-2007.

        Katrina Rebuilding and Recovery Campaign             Fifteen months and counting from
the storm, New Orleans and many of our operations are still, as we say here, all Katrina, all the
time! The city seems perpetually on the verge of rebuilding and recovery, but as many of you
will see as YE/YB 06 returns to the Sheraton, this is often more mirage than vision. All of this
work is done with the full cooperation and support of the New Orleans and Louisiana ACORN
staff and leadership and supplements the continuingly amazing membership and field organizing
that they do in New Orleans, as well as the great work throughout diaspora, particularly in
Houston and throughout Texas. There are major developments that are still huge in our
contributions to this work, and importantly, though often uneasily, none of these achievements
have been possible without the full integration of field, communications, national, housing, and
other operations.

       •   ACORN Home Gutting Program                This has been a fascinating learning curve
           but has become arguably the program which defines for many supporters as well as
           much of power structure of New Orleans, the overarching contribution that ACORN
           has made in an unparalleled way to the recovery. We have now gutted perhaps as
           many as 2000 homes and have a waiting list of almost as many as 2000 homes still to
           go with a deadline for demolition often looming ominously before us, and often
           forestalled by quick actions and rebukes from ACORN’s neighborhood leaders and
           members. The program is now being ably managed by Darryl Durham, the former

               head organizer of Atlanta ACORN,13 with fundraising support from Sara Albee, one
               of my former assistants. The effort is volunteer-based at this point, and there have
               been several thousand volunteers who have been parts of the gutting from all over the
               US, Canada, and elsewhere. The good will has generated has been widespread and

               Figure: New York ACORN volunteer gutting homes with Canadian volunteers.

           •   ACORN Services, Inc (ASI)            ASI has been the vehicle for rebuilding and
               rehabbing houses (and the ACORN office!) ever since the arrival of Scott Hagy from
               Wyoming. The transition of ASI to more intensive rehab of member houses was
               facilitated by the joint partnership between ACORN and the Canadian Auto Workers
               (CAW) discussed earlier on two showcase houses, one on Alvar Street and the other
               on Congress Street, which have gained great attention and support. We are also
               converting this partnership in New Orleans into a similar effort with the United Auto
               Workers (UAW) and their Ford Division and Skilled Trades Department under VP
               Bob King which seems highly likely for the early part of 2007 as they absorb the
               downsizing of Ford. We are now trying to create an on-going role for ASI moving
               into 2007 in the rehabbing of houses where members are trying to come home, have
               or get obtain resources, but need sensitive and professional work in order to come
               home. The day to day operation of ASI is being increasingly handled by John Proulx,
               as Scott sorts out his future role in ASI and building operations.

           •   ACORN Housing              AHC has been a warrior in the rebuilding often taking on
               roles and responsibilities where they either had little experience, but knew there was
               an urgent need (planning!) or projects where they knew better but jumped into the
     Darryl was also ACORN Organizer of the Year 2004 when he was in Houston.
             fray anyway because it was necessary to do so, regardless of the operational and
             financial consequences (early home building partnerships). The results at the end of
             the day continue to speak to AHC having still been at the right place at the right time,
             and the benefits in terms of full appreciation of AHC’s capacity and abilities writ
             large from the New Orleans experience will redound to their long term operational
             benefit. AHC has led the partnership with LSU, ASI, ACORN, and others which will
             complete the rebuilding of the first 2 new houses on Delery Street in the lower 9th
             ward since the storm and perhaps for decades. AHC led the partnership with Cornell,

            Figure: ACORN Housing works in partnership to build the 3301 Delery St house for
                                        ACORN members.

             Pratt, ACORN and others that won the right to be the district planner for both the
             upper and lower 9th ward (in a contested process against 65 of the top architectural
             and planning firms in the country where we were rated among the top and polled the
             highest!) only to see the “contract rescinded” as fears of ACORN’s role forced the
             yuppies and elites to panic. AHC was able to secure 150 adjudicated properties in the
             lower 9th and New Orleans East which should be a key component in the comeback in
             2007. None of this has been easy, but all of it has been important.

        •    Media and Reputation

             A year ago as some of my brothers and sisters were dogging blog-bullets, it would
             have perhaps been inconceivable to think that at this point our institutional reputation
             has been virtually guaranteed as one of the “heroes of Katrina” not only in New
             Orleans but throughout the country14 based on all that we have collectively done in
             the aftermath of the storm. In the same way that Katrina has become a iconic about
             race and poverty in the United States, so has Katrina become part of the standard

  And the world, though it seems presumptuous to say so, but our invitation at the World Urban Forum in
Vancouver and reports from our colleagues in both Indonesia in the wake of the tsunami and the Philippines all
report to us having heard everywhere about the great work and unparalleled work that ACORN has done in New
Orleans in the wake of Katrina.
    description of ACORN and its work from foe and friend. This has been perhaps the
    only area in which both our work and hegemony is simply categorical and
    unquestioned. We have answered and asked questions of community organizing that
    others will have to try and meet with a response for decades to come as the full
    institutional weight of the organization was found to be necessary in dealing with our
    membership. Press work continues to be begrudging but nonetheless in no small part
    due to an excellent job by communications, remains voluminous. A piece in the
    current issue of Tikkun by John Atlas and Peter Drier that essentially argues that the
    untold and hidden story of the aftermath of Katrina is in the work of community
    organizations, especially ACORN, will find a powerful audience.

•   Sherwin-Williams and the Expanding Lead Camapign

    As an outgrowth of the neighborhood lead-based campaigns in recent years, the
    profile of our lead work leaped forward targeting giant paint manufacturer Sherwin-
    Williams. Legal settlements in Rhode Island most notably gave us encouragement
    that some level of victory was possible in finally winning remediation for the impacts
    of lead paint. The initial gamut of the company and others was to attempt to force us
    to tread water with the trade association, but meetings won through early actions
    produced nothing. Amy Schur, directing this effort, was vigilant, and

    Figure: Ohio ACORN floats giant balloons and banners were floated in front of CEO Chris Conner's
                house. Ohio leaders directly confront a Sherman Williams representative.

    having dogged them all year, has constructed a legal strategy with ALERT and the
    Cachet firm that has now brought the cities of San Diego and Los Angeles into the
    lawsuit. Actions in Buenos Aires and Lima are now potentially internationalizing the
    campaign and reports from these countries and Mexico indicate that Sherwin-
    Williams may still be selling lead-based paint, despite the known impacts and legal
    restrictions in Latin America. Aggressive movement in ACORN’s Latin American
    operation along with the important legal fronts now opening could finally lead the
    company to the place where we need them to be.

•   Building Community Institutions and Resources

    Our efforts are concentrated on housing counseling, housing development, media, and
    schools. We made continued progress in most areas in 2006 perhaps with the
    exception in schools, which separate reports will detail. Special note must be made of
    the progress in housing development, which continued to accelerate throughout the
    year especially in New Orleans and the expansion from New York’s experience.

        Jeff Karlson directs the ACORN Tax and Benefit Access Centers nationally and
    was able to establish significantly more VITA sites in almost 70 ACORN cities in the
    2006 season with support of resources from Marguerite Casey, H&R Block, and the
    Citigroup Partnership. Importantly, we handled more than 20,000 tax returns last
    year and delivered more than $20 M in refunds about half of which were on EITC.
    We have now become after AARP and the military, the 3rd largest non-profit operator
    of VITA sites in the country according to the IRS. We continue to push for sites in
    all of our offices in order to institutionalize this program and its support as part of our
    office sustainability model.

            Though there continual problems and delays, we were finally able to add the
    benefits screening to a number of offices in 10 states, which was a critical 2006
    breakthrough. Most of these additions came after the tax season when the flow is
    most significant, so the utilization rates on the benefit access has been minimal to
    date, so impossible to quantify in terms of entitlements received, though we will do
    better recording these take-up rates in 2007. We intend to add more states rapidly to
    the benefit side of the program, and see utilization rates seek to hit near 100% for all
    EITC eligible participants in the ATBAC and 20% for non-EITC eligibles for 2007.
    The enthusiasm and 3 years of additional support for building this infrastructure and
    capacity from Marguerite Casey is critical and has been previously discussed. We
    may be able in some markets (New Orleans for one) to add “work keys” which allows
    job screening and certification, which would add yet more power to our service
    access center programs, but we are still trying to merge these programs together more
    effectively and resource them separately.

•   Labor Collaboratives

     Our program continues to be that we will work with any federation and any union
    committed to a major organizing program, and that will continue to be our message
    and program in 2007 and beyond. This area of our work has also become very large
    for us in a very short time. Not surprisingly because of our history, the most
    significant partner continues to be SEIU. An attack editorial in the Wall Street
    Journal drawing from 2005 Labor Management reports indicated that we had done
    more than $2.5 million worth of business with SEIU over that period, so besides
    being good work in the main, our collaboratives are producing important and critical
    capacity and infrastructure support for the organization. Ross Fitzgerald continues to
    do yeoman’s work on the implementation side of this work.

        •    ACORN-SEIU Partnership

             In early 2006 we renegotiated the terms of the master agreement to expand the
             purposes and application of the partnership. Flexibility in the work has now
             increased since amendments only need a work order appendix to move forward. Our
             work in the partnership has expanded from its original design in the public sector to
             also now include expanding work with the building services division and discussions
             of future work with the healthcare division that have not yet materialized.

                Figure: Labor Staff Board Retreat: members from SEIU Local 100, Local 880,
               ACLOC, AWA, WARN, and WWA meet to collaborate and critique strategies and

        •    ACORN-SEIU Childcare Partnership: Public Division15

             Since 2004 we have had an active partnership around childcare workers organizing
             with SEIU. In 2006 the profile of this work altered and receded as strategic concerns
             gained longer shadows in SEIU planning and in other cases SEIU used local capacity
             to mount efforts with mixed results. We revived the partnership in Massachusetts on
             the short term and continue to find Maryland and California confused. There
             continues to be conversations about our moving forward with work in this area in
             both Arizona and Colorado in 2007, which we are hoping to confirm before the end
             of the year. We have tried to move childcare work that was suspended in Iowa and
             Ohio to other unions without success to date. Losses on ballot initiatives in
             Massachusetts and Rhode Island may impact on SEIU thinking about this work, but
             we continue to seek to have this constituency organized broadly throughout the

  In somewhat of an irony our only other significant public division contract was first signing up Houston city
workers SEIU, then re-signing up city workers for the HOPE arrangement between SEIU and AFSMCE, and
potentially later expecting more work on the contract campaign and membership sign-up efforts. The irony being
that we could have done with SEIU Local 100 years ago, but…..
•   ACORN-SEIU Building Services Partnerships

    Having moved the partnership over into a 2nd critical division with SEIU, we saw
    work develop on a number of different fronts, though in some cases not without some

•   Houston Janitors: We played a critical role in organizing janitors both in the strike
    and contract campaign training and supervising a staff of a half-dozen that we
    developed, and now in all likelihood continuing in another phase in the membership
    signup in early 2007. Much of this work flowed importantly through the historic
    relationships with Local 1 in Chicago as well as the overall division’s support.

•   Simon Malls:         The Midwest footprint and the national relationship fashioned a
    contract that developed an ACORN campaign around Simon Malls. The good news
    is that the work provided important support for organizational growth and SEIU last
    week won an agreement with Simon. The downside is that ACORN has had real
    difficulty in maintaining organizational integrity and consistent campaign
    management on our own business. We now are finally setting a national meeting
    with Simon Malls for Indianapolis in 1/07, but have lost much of our leverage with
    SEIU having settled early. This was not an A-CLOC contract for staffing or
    campaign support, but actually involved ACORN in a direct campaign, so raises more
    difficult issues at every level.

•   More Malls: SEIU has indicated an interest in future malls work both at the regional
    and national level, but at this point any future work is on hold until we resolve the
    campaign problems on the ACORN side. We are seeking to do so now.

•   ACORN-SEIU Health Care Division Partnerships

    There have been several discussions in 2006 about campaign support and other A-
    CLOC work with the health care division but most have not matured to date.

•   General: Work to support organizing membership based nurses alliances was
    discussed at a preliminary level. If this work becomes a higher budget priority for
    2007, it could lead to good work in Missouri, Colorado, and other states. Additional
    work to support hospital organizing campaigns was agreed in California with United
    Healthcare West (SEIU 250) in Los Angeles and San Diego, but had mixed reviews.

•   Local Unions:       The big breakthrough has been the agreement with President
    Tyrone Freeman to move an 18-month partnership between ACORN and Local 434B
    in California to build home health care worker support and ACORN chapters in
    counties both where we have current chapters as well as in many areas where we do
    not. This work is valued at close to $1.5 M over the period and supports the
    expansion of 434B’s acquisition of homecare jurisdiction within SEIU and former
    AFSCME areas and its membership reach of over 200,000. The primary work is
    being done here by California ACORN supported by A-CLOC. Through A-CLOC
    we also continue to provide supplemental staffing and drive support to our own
    brothers and sisters at Local 880.

•   ACORN-AFT Childcare Partnership – New York

    Our partnership with United Federation of Teachers (UFT) and AFT to organize over
    50,000 home child care workers in NY continues to develop. AFSCME and AFT
    split jurisdiction in an agreement in 2006, but our partnership continued to maintain
    numbers that could yield between 25 and 30000 workers in the metro NYC area once
    the unit is incorporated. Legislative action achieved a near victory to yield a process
    for recognition that hopefully will either be secured before year end or reset in early
    2007 through an executive order. Working with NY ACORN, the re-signing required
    continues to move forward. With the stars and moons aligned we could see this
    project brought in fully in 2007. We continue to be hopeful that we can construct a
    permanent partnership in the ongoing organizational maintenance and support for this
    unit as well.

•   ACORN-CWA Childcare Partnership – New Jersey

    Our organizing partnership with the Communications Workers of America (CWA) in
    New Jersey has secured next level recognition here and bargaining. We have not
    been successful in leveraging this partnership into further work with CWA in NJ or
    elsewhere to date, though it is worth more work in 2007.

•   A-CLOC/SEIU Canada Training

    In 2006 we continued our training agreement in Canada and transitioned successfully.
    Work moving along a number of lines that could involve both training and campaign
    work for 2007, but planning still not complete.

•   A-CLOC Apprenticeship Program

    We continue to do well with the apprenticeship program utilized by SEIU and
    administered by Pa McCoy, ACORN’s Training Director. In 06 we finally got the
    website up and are moving, though slowly, to create more of a face, form, and brand
    for the program. We have not figured out yet how to move this other unions which
    remains the largest priority for 07.

•   Working Families Association

    This pilot among largely mexicano immigrants in hospitality, food service, and
    construction work has been supported by CCHD. Membership growth has resisted
    reaching scale and visibility has been marginal in Houston even in a period when the
    profile for immigrants and their issues has been rising. We hope to meet both of
    these challenges in 2007.

•   American Workers Association

    We closed down this pilot in Dallas in 2006 until we could re-staff with project
    management with community organizing background and clearer recognition of
    project goals and objections, as well as resource support. The location for any future
    pilot in 2007 is currently not determined, but under review.
         •   Change to Win Federation Partnerships

             The biggest project under discussion has focused on a C2W full court press across
             various sectors in Miami. We have done some limited preliminary work with the
             SEIU building services piece there, but the project has had the usual difficult path to
             implementation. We understand in recent weeks that more of the C2W leadership has
             come on board around the effort so we are hopeful that by March 2007 we will see a
             major effort involving A-CLOC and Florida ACORN across the footprint of our
             southern Florida offices.

         •   UFCW-Arizona Campaign Support

             Excellent local relationships with the head of the UFCW local in Phoenix and
             ACORN at the state and national level, led to a proposal by A-CLOC and AZ
             ACORN to provide staffing and support work to pressure organizing targets,
             especially Food City. The work has been uneven, but current plans have been
             prioritized to succeed in this important area.

         •   Other Internal and External Developments and Initiatives

         •   Archives Development

             The Wisconsin State Historical Society handles all of our archives in their “Social
             Change Collection.” Carolyn Carr handles all questions in this area.16

         •   Technical Developments

             We now have more than 250000 names in the ANDB. Some of the redundancy for
             emergency preparations has still not been completed and awaits work on the overall
             new building construction in New Orleans. We have a full-tech team under Mark
             Madere. Thank goodness when even the front page of the New York Times notes the
             incredible multiplying capacity of spam these days! We are examining ways to move
             faster to support all of our operations.

         •   Training       This is a priority area for increased development and capacity for 2007.

  This note is in my reports annually because I’m certain that many do not realize that our records are our history
and need to be forwarded to Madison regularly from all of our offices with Carolyn’s help.
                Figure: Organizers learn from Bertha Lewis in Colby Ranch, California.

           •   Communication

               There is simply no comparison to the seamless ability we mastered in handling 06
               communications under the harshest glare compared to the mayhem of message from
               the 04 election. The priority here continues to be to stabilizing the team, move on
               increasing priorities, participate in resource development, integrate radio more
               effectively, and continue to hone overall departmental skills and capacity. The
               addition of more effective ability in web campaigning is a key priority for 07 as well.

           •   Organizers’ Forum

               The Organizer’s Forum implemented two dialogues for senior community and labor
               organizers in 2006: one in Minneapolis on the theme of communications and
               technology and another in Ankara and Istanbul, Turkey17 around the issues of mass
               organization and globalization. The Board met again in New Orleans after the
               Katrina hiatus in Chicago to plan the program for 2007. The program will include a
               dialogue in Montana first among elite organizer training programs on an “invitation
               only” and potentially for additional days with a larger group on best practices on
               training. The International dialogue for 2007 will likely be in Russia. Results of the
               dialogues are summarized and published in Social Policy as well as on the web at

     ACORN’s participants were Judy Duncan (Toronto) and Ali Kronley (Philadelphia).
        Figure: Delegations from the Organizers Forum meet with organizers in a Roma
                                      village in Istanbul.

•   Relationships with Other Organizing Networks

    There is some progress to report here, but nothing overwhelming. Work around
    immigration with Gamaliel, particularly in San Diego with JOB, has meant a lot to
    them, and having just returned from another National Leadership Assembly, they
    continue to value the relationship. PICO has been more symbolic than substantive,
    and having carried weight in some areas for them in New Orleans, we felt
    abandoned when we found that they had not covered our back on the planning
    contract issue. Nonetheless, nationally they did respond quickly and appropriately to
    the problem. We have (with nudging from Herb Sandler) gotten Scott Reed of PICO
    to finally join the board for 07 for the Organizers’ Forum. Jobs with Justice
    continued to be our partner on some Wal-Mart work and were both accountable and
    supportive. We are still trying to determine the future here and what makes sense for
    both of us. We are also trying to see if there is work we can do together in India and
    other parts of Asia. The IAF had someone join the Turkey trip for the Organizers’
    Forum, and certainly met with our New Orleans team, particularly Steve Bradberry,
    frequently. We are getting better at all of this, but the rewards in some cases must be
    found in the future.

•   Enlace

    We are pushing them to be more helpful as we expand in Mexico, so we will see
    how this values.

•   Building International Membership Bridges and Strategies

    •    ACORN Dominican Council:     Nominal, but we will see as we begin recruiting in the
         DR in 07.

    •    World Social Forum: We passed on the WSF in Caracas in 06. We are part of the play
         in 07 combining a number of agendas.

                •    Habitat International – Coalition:      We joined this international lower income based
                     housing coalition at the October board meeting. We were impressed with some of their
                     reach in Vancouver and in Santiago and have agreed to participate in their program in

                •    World Urban Forum – Vancouver: This was basically a good experience for Katrina
                     work and ACORN Canada exposure and introduced us to helpful allies for our
                     international work.

                •    SEIU and C2W:            We are seeking to work out arrangements between both of our
                     international operations that are mutually beneficial.

                •    Training:        We participated in advocacy training for NGO’s in Tajikistan (Matthew
                     Henderson, NM) and Russia (Neil Sealy, AR), and are trying to figure out a way to
                     develop our own capacity and resources here on an international basis through
                     partnerships or our own institutions.

        Leadership Maude Hurd, as President, and her team continue to be somewhat
embattled but opposition has become more specific and marginalized on many issues. It is
easiest to understand the national board though these days as having two parties: the ruling party
and the opposition party. Some progress was made in some ways in the October meeting in
moving the opposition party to being more of a “loyal” opposition, and that is a hopeful sign, if it
continues to trend. On the level of staff to board communications we continue to make progress,
but there are bridges we can not cross. Less happily, the President with full board backing had to
impose Article XIII administratorship procedures in St. Louis for the first utilization of this
bylaw in decades18 while also appointing Bertha Lewis from New York as the trustee. This
situation is still seeking stability, but we are weathering the storm. The leadership has
established a committee to consider succession issues in the staff and will begin this process in
January and April.

        Branding        This continues to be an obsessional theme for communications and
myself, and I like to delude myself that we are making progress, especially in the winter when
the black polartecs come out and now the new red sweatshirts and when I see the New Orleans
based organizing staff in constant uniform, but in my travels I can tell that we are still not
winning enough of these battles. This has to be a priority for field as well as communications in

        Social Policy Magazine        Some highs and some lows in 2006. We caught up, we
continue to grow on the web version and are now over 2500 readers per month, we are breaking
even financially, and we are finding a place for the magazine. The issues were uneven in some
ways perhaps because of the “catch-up” which meant any copy available was likely to find its
way into the magazine. Luckily we have achieved some stability here, so we confident of
finding our footing ever firmly and continuing to advance in the future.

       Mass Membership Experiments            Last year this was in my report as a marker of
progress and now this is an organizational program – that says something quite fine about 2006
and the field program’s progress on this front!

     Reno was the last instance in the late 70’s.
        Disasters        One lesson of Katrina is that we need to be ready for the next time and not
just in New Orleans. We are developing (with Mitch on point) a proposal and strategy for
offices, particularly in Florida, California, and along the Gulf Coast, for disaster prevention and
preparedness, and seeing whether we can first get a planning grant and then build some real
capacity in this area to support these offices. We are making progress on the paper, and I am
hoping to intrigue Marguerite Casey on the overlap of footprint for the planning, and we believe
that this could be important in developing both resources, infrastructure and capacity for the

        Figure: Louisiana Head Organizer Steve Bradberry leading a Planning Commission for
                               the rebuilding of New Orleans.

Threats and Challenges
        The Fredrick Douglass quote that essentially “power concedes nothing without struggle”
is a byword for this current passage of the organization as we amass a larger and more powerful
role in public affairs in the United States. ACORN is now seen as a central – and indispensable -
- component of the progressive coalition. The conclusion of the Democracy Alliance process of
creating infrastructure was summed up for me recently by SEIU’s Andy Stern, as having
concluded that there simply were only a few institutions that were capable of sustainable activity,
and ACORN was on that short list. The same conclusion has been made by the right as we saw
in the coordinated and direct pre-election attacks on ACORN on websites, blogs, and at our own
convention as well as on the editorial pages of the Wall Street Journal, the FEC complaints filed
by the Republican party in Pennsylvania, Florida, and Missouri, and the partisan accusations of
voter fraud by conservative, party line hunkering ideologues in Kansas City and St. Louis. The
fine point of this attack were the requests for voluminous records by then Chairman and Senator

Charles Grassley of the Senate Finance Committee from ACORN that are in fact still on-going.
If it were not so tedious and expensive organizationally and angering and insulting personally, it
would certainly be a damned fine honor!

        Being of the school that “when they want you, they will get you” does not mean that we
should not learn from this as we go forward and tighten up our internal procedures, inspect the
borders and retaining walls between various organizations, and in some cases change what we
are doing and the personnel in such a way to limit exposure and clarify operations, both for
offense and defense. This review is still continuing in the immediate aftermath and mop-up from
the exhilaration of the election, but internally this was the subject of leadership and management
staff even before the ballots opened. Once all the information is in, all opinions are weighed, and
counsel of various persuasions have spoken, we will shore up the operations to prepare for the
continued onslaught that building – and exercising – real power will involve.

       All of this in some ways is past due, but none of it will be without change, some pleasant
and some more persnickety.

        If this represents the major threat externally to the organization, my inability to convince
SEIU 880 not to leave the shared collective of our family of organizations around the shared
services of CCI was my major disappointment of the year and represents in a small way the
largest internal threat to our family of organizations. In the simplest of terms it costs everyone
money to have 880 leave, but that loss is negligible and inconsequential compared to the loss of
unity and shared vision of both risks and rewards from collective enterprise. Equally
disappointing was what we discovered about the weakness of our internal process at any level of
management to find a voice for such a departure. It became a matter of a notice from a lawyer,
rather than even an announcement at a meeting of managers, thereby sounding the death knell to
many of our structures as lacking even the formality and manners of respect and accountability.
No one structure was inadequate to this problem, but all of our structures were too weak in this
instance and most of our top managers were unable to separate our great friendships from our
awesome responsibilities to the collective. SEIU 880 is of course a vital part of our family of
organizations, and states that it intends to maintain its place at the forefront of our COUNCIL
and that is both appreciated and immensely valued. Nevertheless this is a difficult passage, and
it would be a lie to state otherwise. One can only hope that as chains are broken, they are welded
even more strongly together for the future. We will see as this unfolds in the future and hope for
the best.

Cultural Development

        This fits no section well, so one is added here as a basket to hold this work and report.
There are a number of developments on the “intellectual” front which we are supporting at
different levels that are worth common knowledge as well as an understanding that we are
coordinating them through my office, and that is where questions, suggestions, and comments
should go. Some of these things will happen and some are in development, so god knows?

       Fisher 35th Anniversary Book           Professor Robert Fisher of the University
Connecticut School of Social Work in Hartford continues to struggle forward – now in league
with Temple University Press -- in assembling a group of scholars to look at Research ACORN:
Past, Present, and Future tied to the 35th anniversary of the organization. This is the backwash
from the conference he hosted a year ago in December. He now has a number of pieces in hand

and is moving towards a January 07 deadline, and fond hopes of publishing something before the
end of 2007 or in early 2008.

         Atlas ACORN Book               To his credit as much as we shake our legs, John has been a
bulldog on this project and somehow got Mott support and perhaps some other resources to keep
his hopes for a book about ACORN alive. He has talked to everyone often and knows no
boundaries, so we all cringe at what might eventually emerge, but to his credit he has stuck with
it, is public about it, and even sent me a note after the WSJ attack that he was “part of the cult.”
John will actually be around the YE/YB 06, and then says he is going to really start writing.
Don’t know the timetable, but 07-08 is likely. The Tikkun piece was standup and has earned us
some affection for John and this project, so it’s ours now, one way or another.

        Russell ACORN Book            Dan Russell is now planning to update his earlier volume
with what he wants to be the definitive history of ACORN. Not likely before 2010. He’s not in
a rush and neither are we.

        Luisa Dantus – Katrina Film            Our Wal-Mart filmmaker friend (remember the
India footage from last year’s YE/YB) has been hard at work on a Katrina film. ACORN of
course plays a major role in the picture in her work, but she’s trying to find the resources to edit
the thousands of feet of film she has and reality could be wrenching.

       Speaking of Katrina          Everyone and their cousins are trying to write (or film, i.e.
Spike Lee – did you see Tanya Harris!) about Katrina, and in spite of the observations in the
Tikkun article, ACORN will be part of the story in a number of these works.

       •   There is No Such Thing as a Natural Disaster: Race, Class, and Hurricane
           Katrina, edited by Chester Hartman and Gregory D. Squires Recent volume
           published with these point of views on the Katrina story. A chapter on “The Role of
           Local Organizing: House-to-House with Boots on the Ground was included by me
           and longtime Louisiana ACORN leader, Beulah Laboistrie.

       •   Mike Davis         We are madly trying to revive Mike’s interest and willingness to
           expand on his great Nation article to tell the story of Katrina from the perspective of
           ACORN. He had originally proposed the book to us, which we encouraged. His
           publisher was less interested. We believe he is spectacularly able to tell the story of
           the travesty around the planning process, so we are continuing to try and convince
           him to make the time available and he is talking to other publishers where he has
           contacts. We need someone to tell the definitive story of ACORN and our Katrina
           work, and Mike would be perfect!

       Wal-Mart: The Face of 21st Century Capitalism, edited by Nelson Litchtenstein This
piece on the many faces of Wal-Mart was published in 2006. The final chapter: “A Wal-Mart
Workers Association? An Organizing Plan” was written by me.


       •   Nuts and Bolts: The ACORN Fundamentals of Organizing Spent some time
           while in Buenos Aires this August reviving this project. Now have a good piece of
           work done, some of which we used as training material with the Advanced
          Organizers’ at Colby Ranch outside of Los Angeles this summer. Now have about
          70-80000 words done with a long way to go. Figure based on my pace in Argentina
          and 3 years earlier at the camp, that it would take me 3 hours a day for 3 months to
          finish. Unclear when that time opens up, but am looking at this more seriously now
          that I think I’m coming closer to seeing some light in the tunnel.

      •   Frozen in Place: Stories from the Captive Class            Am now on the second draft
          of the outline for Berrett-Koehler Publishers for a book about the crises that freeze
          our constituency in place from predatory lending to RALs to low paid jobs to stunted
          educational systems and so forth through the voices of ACORN members and their
          experiences. If it falls in place it would be serve as a combination “manifesto” and
          policy prescription coming out during the primaries in 08 at the most optimistically.

      •   Blog       Averaging 2700 individual readers per month, so continuing to feed the


    2005 meant Katrina and all that went with it. 2006 was a homecoming both literally and in
the reopening of our national headquarters in New Orleans. How could this not have been a
better year!

       Any year which saw us get 5,000,000 votes for living wages and deliver raises to more
than 4.5 million workers at a cost of hardly $1.20 per person to yield $1000 or more (at least
$5 billion!) worth of benefits, has to be a good year.

    This has also been a year of tension and stress as we try to retool and reorganize internally
to meet the changes in scale and ambition that increasingly define the total overall
organizational project. The Sage study pried open some windows that had been painted and
nailed shut, so we could rearrange the furniture and living arrangements more appropriately
for the future. None of this is an exact science and dedicated comrades-in-arms can disagree
on both principle and process, until finally there is only the driving principle of final
responsibility left and the need for decisions and direction no matter where we might have
stood in the Sierra Madres. I may not always like this job, but I understand my responsibilities
within it pretty well at this point and accept them fully.

     It was sobering to look at various Sage charts and see some with my name on them and the
next pages with my name suddenly gone. Rather than depression, I found it liberating to
realize that my time is fixed – I no longer have forever to get it all done, but have to make sure
it happens and happens pretty damn quick! By my lights and in my direct discussions with the
board, I would love to be able to continue in this job at least until the 50th Anniversary of
ACORN -- another 14 years on the calendar. As organizers though there are some small
things you learn in this work, and one is that there are simply things we do not control no
matter how hard we work, how much we prepare, or how much we hope and dream. One is
life itself and of course another is the overall arc and times in which we work.

      Nonetheless, I have less time left than I have spent, so if anything, I am more in a hurry
now. I’m not sure that this was a lesson I was supposed to extract from the process, but it is
one that lingers nonetheless. So, I look forward to making sure that the Board and staff are
responsibly involved in coming years in the full preparation for the future that is needed, but
mainly I find myself continually reinvigorated by the work itself and the place we have come
now through the collective fruits of our labor. These are our best times! Every year seems to
surpass the one before and to redefine the outer limits of our imagination of the possible in our
work. These are the times that my generation of organizers have worked their whole mature
lives to achieve, and, WOW, is this great! How could any of us feel otherwise? And, the
future looks like one fast ramp going steadily up, and a heck of a ride!

   2006 was a wonderful and watershed year, and personally (and professionally) I was
simply honored to have been able to suck my piece of the air around us and play a part in so
many of these historic achievements!

                        YEAR END/YEAR BEGIN REPORT
December 15-16, 2006



The staff, and responsibilities, of the National Operations Division include the following:

Mildred Brown                  Legislative representative/ALAC coordinator
Carolyn Carr                   Special projects/AISJ director
Valerie Coffin                 Fair housing director
Denise Johnson                 Administrative assistant
Elyssa Koidin                  Legislative representative
Jen Kern                       Living Wage Resource Center director
Brenda Muniz                   Legislative Director
Camellia Phillips              National Operations Development director
Tom Santilli                   Development staff
Piper Stannard                 Development staff
Ron Sykes                      Whipple-Bell fellow

There are detailed reports from lead staff in most of these areas.

1. Legislative Department: Dealing with Congress and the Administration

        The first 10 months of 2006 were in some ways similar to the past six years: our
legislative program was primarily focused on stopping bad things from passing. Since
November 7, in contrast, we have been working closely with the Democratic leadership in
Congress to develop a proactive agenda – including a minimum wage increase – that will be on
the top of the new Congress’ program in January 2007. The challenge for the coming year will
be to capitalize on our relationships with Democratic leadership and our role in the 2006 election
in order to gain support for own organizational priorities.

       Significant elements of our program in 2006 included:

   •   Working with Louisiana and Texas ACORN and the ACORN Katrina Survivors
       Association to promote a Katrina return and rebuilding agenda. This campaign included
       multiple visits to DC; work with key members of Congress and staff; actions on and
       negotiations with FEMA; litigation; participation in hearings; mobilization of allies; and

       a major DC event with 400+ Katrina survivors in February. Our work contributed to the
       passage of legislation that provided billions of dollars for reconstruction, as well as a
       variety of procedural and programmatic victories.

   •   A strong Legislative Conference in March, which focused on building relationships with
       key members of Congress, and supporting organizational priorities including an increase
       in the minimum wage, immigration reform, and support for Katrina rebuilding.

   •   A significant role in DC and in the field in promoting immigration reform.

   •   A leadership role in developing and leading a multi-organizational campaign that
       succeeded in stopping the passage of a minimum wage increase that was encumbered by
       massive tax cuts for the wealthy. (This effort was critically important to the eventual
       success of our minimum wage ballot initiatives: had this federal measure passed, it
       would have made it extremely difficult to continue with our state ballot campaigns.)

        Since Election Day, we have been engaged in a flurry of meetings with senior staff in the
offices of Speaker-to-be Pelosi and Majority Leader-to-be Reid, as well as the many friends of
ACORN who will now become Chairmen of important Committee and Subcommittees in the
House and the Senate. In addition, we organized a successful post-election press event with
Senators Kennedy, Schumer, and Clinton that celebrated our minimum wage victories and
unveiled our Working Families Agenda.

        In 2007, for the first time in 12 years, we will be working with a Democratic controlled
Congress. Without being overly optimistic (after all, it takes 60 votes to pass anything
controversial in the Senate, and Bush is still President), we are developing an ambitious agenda
of programs and priorities that we will be pushing for. In particular, we will be paying attention
to how our allies in Congress can assist us in our campaign work by holding hearings and
otherwise shining a spotlight on our issues and targets – something that only the majority party
can do.

        Furthermore, we are working to make sure that key leaders in Congress fully understand
the role that ACORN played in the 2006 elections: we are working collaboratively with the
political department to ensure that the impact of our political work is widely known and

       Legislative priorities will include:

   •   ACORN Working Families Agenda, including an increase in the minimum wage, paid
       sick days, expanded EITC, and Childcare assistance.

   •   Immigration reform, which may actually move early next year.

   •   Legislation outlawing predatory lending practices (as opposed to just stopping bad pre-
       emptive legislation).

   •   Additional funding for housing counseling, and a separate pool of funding for
       delinquency/foreclosure counseling and outreach.

   •   A housing trust fund – which will make funding available for our development program.

   •   Possible legislation on RALs, payday lending, and other predatory financial practices, as
       well as support for our VITA and benefit access centers.

   •   Election reform, on voting machines, voter registration issues, etc.

   •   Possible work on No Child Left Behind reauthorization.

   •   Possible work on CHIP reauthorization.

       Meanwhile, in the short-term, we are working with a broad coalition of unions and other
organizations on a project organized by Speaker-to-be Pelosi to build support in targeted
Congressional districts for the Democrats’ 100-hour agenda (which includes raising the
minimum wage).

2. National Campaigns and Campaign Support/Research

         National Operations continued to provide support to field operations on national
campaigns and high-priority local campaigns, including: predatory lending, EITC/RALs, living
wage/minimum wage, education, healthcare, and fair housing issues. See the relevant reports for

       Two major priorities have been: working with New Orleans and field operations to
develop and promote a national response to Katrina; and providing policy, political, and
fundraising support for our minimum wage ballot initiatives.

       We expect to continue this work in 2007, with particular focus on our working families
agenda campaigns.

3. Development/fundraising

        National operations was responsible for raising about $8.6 million in new money in 2006.
Of this, about $3.2 million was for our core program, and about $5 million for our civic
engagement work – reflecting the fact that many of the funders we dealt with (individual donors
in particular, but also some foundations) were heavily motivated by the 2006 elections, and
especially by our minimum wage ballot initiatives.

        In addition, and not included in these totals, we had our best year ever with CCHD, with
over 40 grants totaling more than $1 million. Unfortunately, there are dark clouds on the horizon
for CCHD, as the Catholic Church hierarchy becomes more conservative, and it is unlikely we
will be able to count on this source of funding for too many more years.

       Other significant accomplishments for the year included: becoming a Democracy
Alliance-funded organization (which gives us access to a growing list of individual wealthy
donors); systematizing our grant reporting process; putting out (in collaboration with the
Communications Department) high-quality materials for donors (including the annual report, and
reports on our civic engagement and minimum wage campaigns); and moving our national
fundraising records onto a new database which should help us better manage existing grants and
approach new funders.

       For 2007, priorities include: hiring a highly-experienced national development director
who can help us maximize and systematize our fundraising from both foundations and individual
donors; developing the capacity and program to do significantly more high donor fundraising,
especially through the Democracy Alliance; and increasing the frequency and sophistication of
our communications with donors and potential donors.

4. Partnerships, Allies, Relationships, and Coalitions

        National operations continues to place a high priority on developing and maintaining
partnerships and alliances with key national organizations that can assist ACORN in campaigns,
politics, field expansion, and resource development. Key partners include: the AFL-CIO and
Change to Win, as well as individual unions, whether affiliated with the AFL or not, including
SEIU, AFT, NEA, AFSCME, and others: campaign coalitions such as the New American
Opportunity Campaign, Americans United, and the Emergency Campaign for American
Priorities; think tanks and policy shops such as the Center for American Progress, the Campaign
for America’s Future, the Economic Policy Institute, PolicyLink, and the Center for Responsible
Lending; political organizations such as MoveOn; intermediaries such as the Center for
Community Change; religious organizations including the National Council of Churches and
Call to Renewal/Sojourners; and other community organizing networks.

                              ACORN National Field Operations
                              Year End/ Year Begin Report 2006


Helene O’Brien                        National Field Director
Craig Robbins                         Deputy Field Director
Jeff Ordower                          Midwest Regional Director
Brian Kettenring                      Southern Regional Director
Clare Crawford                        Western Regional Director
Amy Schur                             National Campaign Director
Liz Wolff                             National Research Director
Janet Reasoner                        National Field Coordinator
Jilnar Mansour                        National Field Assistant
Florencio Othon                       National Recruiter
Becky Mansour                         National Recruiter

State of ACORN Field Operations December 2006:

ACORN now has 109 offices in 38 States (inc. DC). We have 10 States plus Canada with 3 or
more offices in them. We have 4 Regional Directors, plus California (which is like its own
region with 14 offices). We have 55 city head organizers and 11 State Head Organizers. We
currently have 368 field organizers, although we averaged 289 field organizers during the year.
We have 3 canvass directors running Associate Membership Canvasses (NY, Suburban
Philadelphia, and Providence). We signed up 23,186 full members, 21,685 associate members,
and 98, 287 provisional members. That’s 143,158 new members for 2006. We turned out
85,510 people to events this year.

2006 has been a transitional year for us. It was the first year that we had a full recognition that
this was not our mother’s ACORN. We had gotten so big, and as a result so different, that it
took some help to step back and see clearly where we were and where we needed to go. We
were able to see that many of the strategies we used historically to overcome our challenges were
inadequate. We had to start thinking in huge terms, especially around recruiting and developing
organizers, as well as around raising the money we need to sustain our operation. We had to
continue to develop organizers’ capacity to manage at a new, broader level.


As promised, we continued to expand, but we slowed down a bit this year to stabilize some of
our weaker operations. The new offices we opened or re-opened this year are:
    • Springfield, MA
    • Ottawa, CN
    • Columbia, SC
    • Quad Cities, IA
    • Saginaw, MI

   •   Grand Rapids, MI
   •   Northwest, IN
   •   Omaha, NE

We definitely had a strong showing in the Midwest, where we also stabilized Des Moines, IA
this year.

In order to expand, we need strong, committed community organizers to run our operations.
This year, we raised standards for organizers wanting to be head organizers. As a result, while
we have fewer new head organizers, they have more organizing experience. Our new Head
Organizers are:

   •   Alex King (King County, WA)
   •   Gabe Strachota (Springfield, MA)
   •   Belinda Ferrell(Washington, DC)
   •   Bea Flores (San Antonio, TX)
   •   Allison Brim (Dallas, TX)
   •   Jeff Partridge (RI)
   •   Antoinette Kraus (Southeast PA)
   •   Eric Weathersby (Northwest IN)
   •   Amy Teitelman (Cincinnati, OH)
   •   Jayne Junkin (Houston, TX)
   •   Rachel Hayman (Bridgeport, CT)
   •   Damaris Rostran (Hudson County, NJ)
   •   Tatiana Ron (Essex County, NJ)
   •   Tanya Harris (New Orleans, LA)

We also added two new big State (States with 3 or more offices in them) head organizers this
   • Steve Bradberry (Louisiana)
   • Ginny Goldman (Texas)

To support our continued growth as we expand and deepen, we’ve added more regions, and more
regional directors, for 2007. Clare Crawford, the Western Regional Director, will be leaving us
to run the Working Families Party Expansion efforts. We’ve divided her region into two
regions, and we’ve added two more regions. The Regional Directors and their regions are now:
    • Northwest and Pacific Region (HI, WA, OR, UT, ID, AK, ND, SD, MT, WY) – Aimee
        Olin (formerly of Rhode Island fame)
    • Southwest (NM, AZ, CO, NV, OK) – Matthew Henderson (of New Mexico)
    • Mid-South (AR, LA, MS) – Beth Butler (from Louisiana)
    • Tri-State Area (NY, CT, NJ) – Bertha Lewis (from New York)
    • South (TN, AL, KY, GA, NC, SC, VA) – Brian Kettenring
    • Midwest (WI, IA, NE, IL, MO, IN, MI, MN, KS) – Jeff Ordower
    • North Atlantic (DC, MD, DE, PA, OH, RI, MA, TX, FL, CN, NH, ME, VT) – Craig

Field Performance:

Overall, our field performance was not strong. Full membership numbers were very low in most
places. The get-out-the-vote work we did, as well as the campaigning for our Minimum Wage
ballot initiatives, definitely built us some power. However, our organization suffered for it in the
field. For two months, at least, before Election Day, our local operations were distracted from
building membership. This is definitely something we need to address in 2007.

We averaged a measly 7.29 new full members per month per organizer. The associate
membership numbers helped a bit, but the majority of those members were signed up through
our canvasses. We signed up almost 100,000 provisional members, which is a major
improvement, but we’re only in the beginning stages of organizing them.19

Staff Development:

Looking at our staffing numbers and our performance numbers, the only conclusion one can
draw is to beef up our staff development. To reach 2.5 million members, we need lots of field
organizers, lots of head organizers, lots of canvass directors, and lots of canvassers. To hire and
train these multitudes, we need everyone to recruit staff, but we also need a new national

The National Recruitment Department in 2006 expanded its role in hiring. Not only do they
place ads and schedule interviews for expansion and unstaffed cities, they are now in many cases
doing phone interviews, reading resumes, scheduling observations days, and doing a much better
job at tracking calls and applications from the website. We now have a database of almost
10,000 people (many with email addresses) who’ve applied to ACORN in 2006. Florencio
Othon and Becky Mansour have done a good job of creating order from chaos.

Training is also essential. Here, we’re drawing lessons from the Training Academies we ran in
November 2004 and November 2006. We are looking to run all year many 4-week academies
for new hires, where they learn the basics of community organizing. Graduates from those
academies will then do 3-month organizing drives. Those organizers on a track to become a
head organizer would receive additional training.

Another area of training we will develop in 2007 is more advanced training for head organizers
on building power. As noted above, we have 10 States and 1 country with 3 offices or more.
We also are in a position in at least 10 other states to build relationships with other major players
and win some big things for our constituency. To be a head organizer at this level, our staff need
to know how power works and how to access it – issue-wise, politically, with major institutions,
etc. Jon Kest, Head Organizer of New York, will be helping to do this (among other things) in
his new role as National Strategic Campaigns Director.

Only 33% of our local head organizers are people of color, which is a decrease from 40% last
year. Our goal this year was 50%, and we moved in the opposite direction. We see this as a
reflection of our larger challenges in expanding and growing the staff, since many of our
management of color are newer on staff. It reflects our need for more recruitment, training, and

  We just ran a series of field tests of our provisional membership in Ohio, Missouri, and Colorado. We will
continue testing in January. Results are not available yet.
fundraising. Our goal this year is to reach the 50% we were supposed to have reached this in

Another area of training we began is of State and local administrative staff. Too many head
organizers not only have to train their organizers, raise money, and build power, they also have
to process payroll and allocations, enter the members on the database, and monitor Navision.
Jilnar Mansour and Janet Reasoner ran a training for the field operations administrative staff in
New Orleans in October, and will run another this month. They continue to develop the job
description and protocol for these essential staff.

The numbers of organizers we need to hire and train are astronomical. Nationally, for the
expansion and understaffed offices, we need to hire 2000 people in 2007 (that would last 3 days
minimum). That does not include what many local operations will need to hire to staff out their
key areas. This will be a major focus of 2007.

Key Initiatives for 2007:

As I mentioned above, recruiting 2,000 organizer wanna’-bes and training many of them is a key
priority in 2007.


Another key initiative will be the expansion of the Associate Membership Canvass pioneered in
NY. Greg Basta, NY Canvass Director, is now training 5 canvassers from various places. In
January, he’ll train another round. Metropolitan areas where we will set up canvasses in 2007
     • Detroit and Suburbs
     • Cleveland and Suburbs
     • Dallas and Suburbs
     • Phoenix and Suburbs
     • Los Angeles Suburbs
     • Boston Suburbs
     • Denver Suburbs
     • St. Louis County
     • Miami-Dade County

There will probably be several others, too.

ACORN Benefits Centers:

Another area of major focus will be our ACORN Benefits Centers. In 2006, we made progress
in our VITA sites overall, with many sites, even new ones, bringing in big numbers. In 2007, we
need to boost our numbers in the VITA sites more dramatically, as well as develop our year-
round services capacity. All offices can run the ACORN Financial Justice Center, where we
offer consumer education classes and help people access free or low-cost credit reports.
Currently 13 States are on the ACORN Benefits Access System. In 2007, we will add many

In 2007, we will develop a Five-Year Plan for Field Operations. Through many local meetings
among staff and members, we will have a plan for the Association Board meeting in April 2007
to review and approve. These plans include goals for staffing, membership, and turnout, as well
as expansion and campaign directions. As well as goal setting and directions for the local, state,
and national organizations, these plans should have extensive power plans – politically and

Campaign Work:

In 2007, many States are moving legislative campaigns aggressively, using the mandate our
minimum wage campaigns gave us in 2006 to win State Earned Income Tax Credits, Paid Sick
Days, and Child Care Credits and Subsidies for our constituency. Many States are hiring
Legislative Coordinators. Nationally, we are developing plans to beef up our campaign capacity.
In 2007, we will make progress in this area.


Money continues to be the biggest obstacle to our growth. 2006 saw some States fall on very
hard times, and it’s not really over (we still have to finish paying for the Convention). The
successful fundraising for our Minimum Wage campaigns helped some places a lot, but it has not
been enough. We continue to work on this intensely. In particular, we will be raising money
around our benefits centers. 2007 should see some breakthroughs, especially since much of our
national campaign settlement income has run out. Necessity is the mother of invention. We’ll
be doing a lot of inventing in 2007.

Goals for 2007:

   •   We will reach 128 offices (open 19 new ones). These include:
         o Salt Lake City, UT
         o Boise, ID
         o Riverside, CA
         o Tacoma, WA
         o Spokane, WA
         o Lowell/ Lawrence, MA
         o South New Jersey.
         o Suburban satellite offices for many of the canvass operations.
   •   We will increase and stabilize staff :
         o TN
         o AL
         o VA
         o KS
         o OK
         o HI
         o Orange County, CA
         o Bakersfield, CA
         o Long Beach, CA
         o St. Petersburg, FL
         o Broward County, FL

      o Palm Beach, FL
      o Rio Grand Valley, TX
      o Austin, TX
      o Fort Worth, TX
      o Milwaukee, WI
      o Indianapolis, IN
      o Portland, OR
      o St. Louis, MO
•   We will have 12 strong Associate Membership Canvasses (9 new ones).
•   We will develop 30 local Head Organizers.
•   We will develop 6 new State Head Organizers.
•   We will average 375 organizers on the charts.
•   We will sign up 40,000 full members.
•   We will sign up a total of 210,000 members next year.


Rattling off a variety of numbers, cities, and states is not very interesting. But when you pull
it all together, as we did in this year’s National Convention in Columbus, OH, it is amazing
to see what ACORN has become. The 2,500 people packed into the hall at the Convention
seemed to me the culmination of the hard work performed by hundreds of organizers and
others in ACORN. Four years ago we had practically nothing in Ohio. Now we have 6
offices, talented staff, great leadership, and money in the bank. When we ran our post-
election academies in 2004, we struggled to train the numbers we hired. This year, we were
well staffed and ran excellent academies in a variety of places (MN; Dayton, Cincinnati, and
Cleveland, OH; Denver, CO; Phoenix, AZ; Albuquerque, NM; Kansas City, MO; among
others). Despite the seemingly insurmountable obstacles, we continue to build roots in
metropolitan areas across the country.

In 2007, we’ll continue to build on these roots. We’ll have to operate at a scale we’ve never
operated before. It’ll be messy at times. But by next year, we’ll be bigger, stronger, and
shooting with a much bigger gun.

National Field Coordinator Report

City and State: National Staff based in Wyoming
Name: Janet Reasoner

All staff and positions:
        Janet Reasoner, Field Coordinator
        Chad Deininger, Grantwriter since August 29
        Colleen Leggett, California Grantwriter since November 15

Grants #s for 2006 and goals for 2007

# of grants written:
        Actual in 2006: As of December 15, we will have written 106 grants for 31 cities, plus
            two statewide grants for California and one statewide proposal for South Carolina. In
            addition, we assisted several offices who are not on the regular grant list with their
            CCHD full applications.
        Goal for 2007: 250 proposals for field, 120 for California

$ amt grants written:
       Actual in 2006: The total amount requested: $3,864,031
       Goal for 2007: $4,500,000 for field; 2,250,000 for California

Total grants funded:
       Actual in 2006: 19 (18%), with 64 pending. Plus, we received 12 2006 CCHD grants
           from the 2005 list.
       Goal for 2007: 50 (20%) for field; 25 for California

$ awarded:
       Actual in 2006: $442,500 (includes 2006 CCHD grants written in 2005)
       Goal for 2006: $900,000 for field; $450,000 for California

Highlights for 2006:
   •   There was some transition with the grantwriting operation again in 2006. The one
       grantwriter in Wyoming left in May and I wrote grants until late August, when Chad
       Deininger was hired to work out of the Denver office. He has written 20 proposals so far,
       two of which have been funded already for a total of $32,000. We then hired a full-time
       grantwriter for California, Colleen Leggett, who jumped right in and wrote five CCHD
       reapplications in two weeks followed by one major proposal for San Diego in three days.
   •   CCHD continues to be a significant source of external funding for our new and emerging
       operations. Because of the change in deadlines to December from January, grantwriting
       numbers are low for 2006 when CCHD is not figured in.
   •   In addition to holding weekly calls with the Head Organizers on my list, I worked with
       several offices on bank and EITC funding, as well as providing assistance with various
       internal fundraising strategies.
  •   I developed a set of monthly stats reports that compare the numbers reported on stats with
      what is actually entered into the ANDB; compare the current month’s stats and BD
      deposit to the previous month; and provide numbers of bankdraft returns for prenotes and
      live drafts.
  •   I wrote boilerplate proposals and sponsor letters for the Financial Justice Centers and
      assisted with the PowerPoint presentations and handouts that offices use for the
  •   Jilnar Monsour and I organized and ran a two-day training for state and local
      administrative staff in conjunction with the Field Ops meeting in October. This was so
      successful that we have planned another training just before YE/YB.
  •   The real highlight of the year was coordinating housing for convention. The totally
      outstanding housing crew (special thanks to Piper and Josh) ensured that we had beds for
      everyone who showed up.

2007 Goals:
  •   Develop a set of boilerplates on various campaign and project topics, such as general
      organizing, leadership development, financial justice, state EITC, paid sick time,
      inclusionary zoning, etc. This will provide HOs with a framework to talk to funders on
      these topics, as well as providing continuity in our proposals to foundations.
  •   Develop a system for tracking reporting from field offices on grants, so that we can get
      caught up on various national funders and ensure that all of the foundations who fund
      field offices receive timely and accurate reports.
  •   Work with CCI so that I can produce accurate financial reports for proposals and grant
  •   Develop a list of national foundations that have not been approached in the past for
      funding for our new/emerging offices and our support operations and begin calling them
      and submitting proposals.
  •   Continue to work with HOs and grantwriting staff to produce tighter, more fundable
  •   Continue to work with HOs, particularly new HOs, on ways to talk with funders and
      approach foundations locally.
  •   Continue to work with grantwriters and HOs on how to write AISJ and ACORN Institute
      proposals in a way that will make everyone (CCI, AISJ or AI, the office that gets funded)

National Campaign Department ~ YE/YB 2006
Amy Schur, National Campaign Director

Marc Seiden, Campaign Field Coordinator

Ronald Coleman, State Legislative Coordinator


Katrina organizing in the diaspora early in the year, lead paint poisoning campaign mid-year,
moving into support on our four state minimum wage ballot initiatives in the fall, followed by
work to start up our state-level working families agenda as we move into the ’07, (can I leave it
at that?!). Beyond our corporate campaign against Sherwin-Williams and the paint industry, this
was a year of supporting several key organizing projects and working to insure baseline
participation of all offices in various organizational priorities throughout the year, from Katrina
and immigrant rights, to pay day lending work and the launch of our Working Families Agenda.


Our members care a great deal about this issue. Considered one of the most significant
environmental health hazards affecting children in the U.S, many of our members have family or
friends who are dealing with effects of lead paint poisoning. And over the last year or so, with
legal actions against the paint industry finally getting somewhere, there has appeared an opening
that may provide a way to proactively deal with the problem once and for all.

Going into ’06 we were up to 14 ACORN cities receiving funds from HUD to work on lead paint
issue. The internal discussion was that a number of cities would be doing local lead campaigns,
and therefore layering on a national demand/campaign made particular sense. We would be
building a base in a number of cities, raising money with the HUD funds as leverage, and
winning local campaigns against landlords and cities. The national campaign would raise the
profile of our work and might lead to resources to grow our work.

The local work failed to gain traction in most places, which made it more difficult to move the
national campaign with vigor, (only regional actions saved us on the turn-out front).
Nevertheless, we’ve run decent campaign this year, and end they year we some exciting
prospects for a way in which the work we have done can both deliver significant results in
removing lead paint in our communities as well as resources for the organization.

National, International and coordinated actions and activities in ’06 have included:
   •   500-person rally outside of National Paint & Coatings Association national headquarters during
       Legislative Conference in March
   •   Local actions at Sherwin Williams stores in 23 cities in April and May
   •   100 Ohio members show up at their shareholders meeting in late April
   •   June 28th release of report, & offices of SW “Bad Neighbor of the Year” award
   •   Engagement of local elected officials, to consider divestment and legal action
           - The first to take action have been Providence RI and El Paso TX - City Councils voted to
   •   Actions and other pressure on SW Board members
           - Between June & August we did actions at the homes of four board members and the CEO
               – two at the National Convention, two more by Cleveland and Columbus members, and
               one in NYC.
           - Flyering at grocery stores around the country connected Smuckers Jam with lead paint
               poisoning, as Richard Smucker, CEO of that company sits on the Sherwin Williams
               board. Flyering at the Cleveland Cavaliers basketball game targeted Cavaliers VP,
               another SW board member.
   •   October - 85+ southern region members disrupt the annual meeting of the NPCA in Nashville
   •   November – the campaign goes international with actions on Sherwin Williams in Toronto &
       Vancouver, Canada; Tijuana, Mex; Lima, Peru; and Buenos Aires, Argentina. Five countries!
   •   December - ACORN gets 2 cities and 2 school districts in CA to join a lawsuit against paint

We knew going into this campaign that we faced a particular challenge in the current
environment. They can settle with ACORN, but still haven’t gotten rid of their biggest problem
– the city and state lawsuits. Over the last 6 months our primary strategy has been to
demonstrate to Sherwin-Williams that ACORN has the capacity to compound their legal
problems, primarily by getting more cities and states to sue. While right now there is a chance
that the company’s legal problems will grow significantly, ACORN’s work could almost ensure
that this would be the case. So, deal with ACORN to take out that factor, and they might hope to
beat back the worst of what could come.

Sherwin-Williams hasn’t wanted to deal, so we now either give up or make good on our threat.
The problem is, while we can get more state lawsuits moving, and these very well may lead to
the homes in our neighborhoods being made lead safe, securing the final victory is in the hands
of the AG’s and how do we benefit organizationally?

Luck would have it that the major CA lawsuit against the paint industry is being handled by the
same law firm handling our Wells Fargo case – and they want to work together on the lead case.
Over the last month we have been able to convince several major CA cities and school districts
to join the lawsuit. In a potentially important precedent for our role in these types of cases, we
are in the final stages of negotiating a seat for ALERT (ACORN Law for Education,
Representation & Training) on the legal team for the case, which puts us at the table - and in the
settlement negotiations.

2007 Goals
   •   Work to find a second large law firm willing to develop a partnership along the lines of
       the one being negotiated in CA and get several more state AG’s (or cities) to work with
       us on a lawsuit strategy.
   •   Use the issue of on-going sale of lead-based in Latin America to build broader public
       opposition to Sherwin Williams, identifying sectors that could have some impact on their
       business and people and sectors where this will most be a political embarrassment.


In ballot initiatives campaigns, and electoral work more generally, we’ve often been forced to
put all hands on deck doing the core GOTV work for the final weeks or month. This year, our
Political and National offices were able to raise enough money to allow some number of
organizers to stay focused on how to make the most of these campaigns to build and grow the
organization. The Campaign Dept. provided some support and supervision around implementing
these pieces. Plans varied state by state, but beyond an increased number of rallies and other
press events, it included:
   •   A more aggressive media plan, including more frequent press releases and more work on Op Eds
       and Letters to the Editor.
   •    A concerted effort to identify and develop a # of min wage workers as spokespeople (not as easy
       as you’d think, or we thought!)
   •   Regular e-mail updates to statewide e-mail lists of allies, pols, ..
   •   Building a base of support in churches, adding clergy breakfasts & press events to flyers and
       announcements for GOTV (Ohio)
   •   City council resolutions in support (throughout the state of OH!)

(Perhaps even more important was the PAL program working to increase the trained pool of ACORN
members mobilizing their own communities to vote. This Dept. wasn’t involved in that project, so see
PAL report for more details)

In 2006, we raised the wages of over 4.9 million workers in the U.S. We were involved in 7
state legislative wins, our citywide increase in the City of Albuquerque (which was the resulted
of a great, determined, campaign), as well as living wage in Pine Bluff, AR via initiative on Nov
7th. Combined with our 4 of 4 state minimum wage victories at the ballot box, we see this as a
mandate to advance a working families agenda – and this is just what ACORN is doing.

In mid-November, we announced the launch of our Working Families Agenda for ’07.
Minimum Wage, expanded EITC, Paid Sick Days and expanded State Child Tax Credits &
subsidies. In DC, where US Senators Kennedy, Schumer and Clinton and allies John Sweeney
and others joined us, our state minimum wage victories were celebrated and commitment was
made to raise it federally in the months to come.

Now we’re busy working with states as they meet with key allies, choose priorities and get bills
introduced. Ronald Coleman joined our staff a month ago to help move this big project
forward, and is off to a good start researching the recent history of these issues in our states,
finding helpful policy information to support our campaigns and preparing fact sheets and other
materials to help us get started.

In 45 days we will more or less know how many bills we were successful in getting
introduced. Our hope is that we will have upwards of 10 states moving state EITC and 5+
states moving paid sick days. We will be working with states on their campaign plans to
move these through to passage!

Also important is a plan to introduce an anti-predatory lending bill in 3-5 states with a new
approach to tackling the growing problem of ARMs and other mortgage loans that lured
people in with low rates that soon will shoot up and cause many to lose their homes. In
addition, several states are looking at pay day lending legislation, and several at fair
utilities issues.


Many ACORN cities continued to work on utilities campaigns in ’06, including statewide efforts
in FL, TX, MD, MI and DE. Almost everywhere we managed to win a company liaison
assigned to help us negotiate payment plans for our members – our goal of course being to use
this to build our base that will fight the utility company on the policy changes that will really
make a difference. In some places the commitment from the company was not real, and in other
places it was more our failure to figure out how to use this to build something.

With the Research Department in the lead, we provided support on various utilities campaigns,
and produced a Utilities Campaign Guide as well. Liz Wolff has increasingly made herself an
expert on this issue (well she might claim she’s not quite there yet, but she can certainly fool us!)
and has provided invaluable help to offices in figuring out smart and potentially winnable
demands on this difficult issue.

Texas had a great win where the public utilities commission declared a moratorium on shut-offs
for the ’06 summer months for seniors and low income families, followed by a special payment
plan/ Dallas and Houston were able to do outreach on this, sign people as members and help
them get into the program. Houston even opened up an ACORN Utilities Center to facilitate
building the base off of this win. Florida carried out a spirited campaign that successfully
reduced by $500 million a proposed utilities surcharge, but we couldn’t get to the table for
serious negotiations. Maryland, in coalition with others, cleverly leveraged a pending merger
between MD and FL utility companies to involve state legislators in the merger and significantly
reduce the amount of a proposed utility rate increase.


Immigrant rights supporters took to the streets by the tens of thousands, and in a number of cities
hundreds of thousands, in March, April and May. In many cities ACORN members
participated. and in some ACORN members were in steering committees helping to coordinate.
Notably, in Chicago and San Diego, where these mobilizations were huge, ACORN was one of
several groups playing a real leadership role. Some of our newer operations, like Raleigh, NC
and Las Vegas, NV took the lead in putting marches together.

We, like others, failed to figure out how to keep the momentum going. Now we are regrouping
and working to develop some models – with some local targets both political and issue-based - in
several cities to help lead the way here.


In the early months of 2006, a significant amount of the Campaign Department’s time went into
helping coordinate the organizing of ACORN Katrina Survivors Association (AKSA) chapters
outside of Louisiana. This included regular calls with organizers doing this work and staffing
regular leadership calls to help direct coordinated plans.

Two big highlights were:
    1) The DC rally February 8-9 where over 400 Katrina survivors traveled to DC from
        Louisiana, Texas, Arkansas and elsewhere to demand the “right to return.”
    2) The Get Out The Vote effort for the April 22nd and May 20th Mayoral and City Council
        elections in New Orleans. Once again, Katrina survivors were on busses from 3 cities in
        Texas and Arkansas to get to satellite voting locations within Louisiana to exercise their
        right to vote and their commitment to continue having a voice in their city that they still
        cannot return to.
A two-week stint in Louisiana in April helped our efforts to impact the housing plan coming out
of the Louisiana Recovery Authority.

And while in some ways no accomplishments seem significant given the magnitude of the
problem, we’ve continued to have some campaign successes (with less involvement from this
Dept. the 2nd half of the year). New Orleans ACORN fought hard against an August 29th
deadline to gut and clean ones home or risk losing it – and won. Houston ACORN led the way
in a lawsuit against FEMA behalf of thousands of Katrina survivors wrongly cut off of housing
assistance – and won (or course FEMA is now appealing).


Campaigns against Money Mart and New Century – helped the FJC to get offices finding
victims, doing actions and otherwise moving the campaigns forward. See the FJC report for
campaign details!


A big highlight on the health care front for ACORN was the passage of a “universal healthcare”
ordinance in San Francisco (now of course this is SF, but still) ACORN was the only community
group with a seat at the Mayor’s task force to develop this plan, and did campaign work in the
district of a swing vote that made the difference. There was also great work in Illinois, where as
part of our campaign together with SEIU dealing with Advocate, we prevented them from
closing on of their hospitals!

San Diego has carried the charity care banner this year, with excellent working dealing with 4 or
5 hospitals. They’ve used the issue of charity care to 1) get tens of thousands of dollars in
medical debt reduced for our members, 2) a several month contract with SEIU that included
actions and a community forum, and 3) start up a partnership with at least one hospital that
includes improved policies on their end and
In 2007 we will be working to further develop hospital partnerships with the goals of improving
health access for our members and securing a role and funding for ACORN in shaping the
hospitals responsiveness to the community

Raised $375,000 over 2 years from the Kellogg Foundation to support this kind of
community/hospital partnership in several locations.

       Marc Seiden, National Campaigns Field Coordinator
       YE/YB Report December 2006

                                           FINANCIAL JUSTICE

       Payday Lending & RALs
       Coordination: - Worked with offices on planning & implementing events & flyering at Money
       Mart and World Financial branches.
                  Monitored offices’ progress on this campaign
                  Worked with offices on conducting a neighborhood payday lending survey to be used
                  for local reports payday lending’s affects on the community
                  Helped plan and coordinate action on shareholders’ meeting
       Support:        - Developed & distributed materials for the campaign
       Victims:        - Worked with offices on identifying victims

       New Century
       Victims:      - Developed rap, materials, and plan for finding victims
                  Did numerous phone trainings with staff on signing up victims
                  Worked with offices on identifying victims
       Coordination: - Worked with offices on planning and implementing actions


       Field:- Worked with El Paso staff on how to ID victims & sign them up through visits
       Legislative:- Assisted El Paso in meeting with 2 council members about TIF for Tenet hosp.l
       Support:- Worked with offices on making & implementing campaign plans
                    Worked with offices on doing research for hospital campaigns

       Wage Campaigns
       Field: - Helped train Chicago staff on field work for Big Box Living Wage Campaign
       Coordination:- Worked with offices on planning and implementing actions against Target
       Research: - Compiled a list of Ohio pastors & churches for minimum wage outreach

       Lead-based Paint
       Actions:- CEO: helped with plan, materials, preps, & balloons holding large banner
                   Shareholders Meeting: helped coordinate turnout, produce materials, & scout
                   Paint Assoc annual mtg: Helped with plan, materials, & logistics
                   Produced materials for actions on board members in OH & NY
       Research:- Areas in cities that are high-risk for lead poisoning
                   Best examples of state & local lead legislation to develop model legislation

           Cities & states whose pension funds have invested in Sherwin-Williams
           Documentation of Sherwin-Williams’ role in causing childhood lead poisoning
           Documented victims’ stories
           Sherwin-Williams’ environmental violations at facilities in various cities
           Costs of lead paint poisoning
Coordination:- Worked with offices on planning & implementing events & regular flyering at
Sherwin-Williams stores
           Worked with offices on events to release Sherwin-Williams study
           Worked with offices on reaching out to electeds to pressure Sherwin-Williams
           Helped do press work for Sherwin-Williams study
Website:- Developed website for campaign

Coordination: - Coordinated regional event in DC with prep session, lobby visits & participation
in a coalition rally
             Worked with offices on implementing district visits to congress members
Support: - Coordinated massive order of t-shirts for large rallies across country

Field: - Organized DC-based survivors to participate in national events in DC
             Developed West Bank constituent canvass rap & materials for blitz w/TX staff
             Helped with rap, materials, & training for fundraising canvass blitz in NOLA
             Canvassed personal daily record of $570, entire crew raised over $7k in 4 days
GOTV: - Coordinated absentee ballot GOTV with DC survivors for NOLA primary
             Coordinated GOTV for general election in NOLA
             Helped coordinate getting TX-based survivors to the NOLA polls on E-day
DC Rally:- Coordinated lobby visits
Coordination:- Worked with offices on planning & implementing anniversary events
             Organized DC anniversary event
Allies:- Prepped DC-based survivor to speak at NAHT (HUD Tenants) conference
FEMA Lawsuit:- Prepped DC-based survivors on lawsuit & coordinated turnout to hearings
             Coordinated press conference with US. Reps. after ruling to pressure FEMA

Field:- Worked with Louisville on field program, materials, strategy and actions
Support:- Helped with research & materials for the campaign guide

Simon Malls
Support:- Worked with offices on doing disparity research in malls to support SEIU drive

Local Campaigns
Field: - Researched large landlords, developed materials, & provided field support to Philadelphia
tenant organizing & lead testing campaigns
Support:- Did research & materials for Jackson mailbox campaign

Coordination:- Worked with offices on planning study release events & press work
Support:- Helped proof and edit the study

           Campaign Reports: helped document and write-up quarterly reports of field office


Responsible for all meals
Coordinated workshop on Building ACORN & the mass membership initiative

Leg Conf
           Helped coordinate lead-paint rally: did materials, sound, and press work

Working Families Agenda Kickoff
         Worked with offices to ID leaders & helped with logistics for DC event


Maryland:- Worked a poll in Montgomery Cty primary for Donna Edwards (US Rep race.)
Pennsylvania:- Helped with preparations for Election Day in Norristown (State Rep races)
           Led Election Day canvass crew in Norristown doing GOTV for Netta Hughes


           I have provided some field support to the DC local office in addition to assisting on
           campaign work
           Ran a two-day recruitment academy in Honolulu

   ACORN Financial Justice Center
   Year End/ Year Beginning 2006-2007
   St. Paul, MN

Staff: Jordan Ash
Katie Hausenbauer

                        PREDATORY MORTGAGE LENDING

There is little progress to report on the Wells Fargo campaign. They have gradually been
making the changes we have demanded from them, and taken away our steam. The lawsuits and
any possible settlement are progressing slowly. For the third straight year we had a presence at
Wells Fargo’s annual shareholder meeting in San Francisco. We were able to have about 20
people go inside the meeting – thanks to our allies at Responsible Wealth who had their members
give our members their proxies. Our website has been getting some
consistent traffic and has been driving Wells Fargo crazy.

Our campaign against New Century got pre-empted when after just a few small actions the
company begged for negotiations. The mini actions got them to stop their lobbying for a bad
federal pred lending bill, which was a significant thing. They have already agreed to make some
changes, but not yet close to all that we want. Negotiations have kind of stalled and we need to
jumpstart them again and see if we can get a good agreement. We initiatied conversations with
H&R Block about their affiliate, Option One, although now it appears that Block will sell off
Option One.

The big issue in mortgage lending in 2006 was Adjustable Rate Mortgages (ARMs) and the
“rate shock” that homeowners are starting to feel. Unfortunately, we were not as big a voice in
this discussion as we should have been. Having negotiations rather than demonstrations with
New Century, meant that we didn’t put the campaign out in the media, and so ACORN wasn’t
the one defining the problem. (A bright spot for ACORN on this though was Valerie Coffin’s
annual predatory lending study, which got an extra boost this year by linking it to the issue of
ARMs and getting lots of media attention.)

Our multiyear effort in Rhode Island culminated in winning legislation that finally passed
during the last days of the session. Despite a last minute change that the other side snuck in, the
law is among the strongest in the country, and ACORN was clearly seen as the leader in getting
it done thanks to the great job by Aimee Olin!


In 2006 we saw the cracks begin to form in the subprime mortgage market with foreclosures on
the rise and hundreds of billions of dollars in ARMs resetting. All signs indicate that in 2007
things will be even worse and the system could rupture. We need to be right there when it does.

We need to be organizing borrowers with ARMs from additional companies that we can go after,
and we need to meet with the rest of the largest subprime lenders and give them the same
demands that we gave to New Century.
We will pursue legislation in a number of states tyring to win a new type of law that will get at
the problem of ARMs as well as abusive practices by brokers and lenders in general by requiring
them to have a “duty of good faith and fair dealing” with their customers.

In a few pilot cities with mass foreclosures, we need to organize these folks and see if we can
create a situation where we win major strucural and systemic changes.

All of these activites will also help create the field pressure that will be necessary to pass a strong
federal bill against predatory lending. With the Dems in control, and Barney Frank chair of the
House Banking Committee, there may never be a better opportunity.


   •   Once again through the work of Jeff Karlson and a talented and dedicated group of head
       organizers, regional directors, and tax site staff, we made great strides in this program,
       running VITA sites in 72 cities, up from 45 cities the year before, and filed tax returns
       for about 30,000 low-income families – almost double the number from last year. This
       made us the IRS’s third largest VITA partner behind only the military and AARP. We
       got people $38 million in refunds, including $18 million in EITC and more than $7
       million for the Child Tax Credit.

   •   H&R Block continued on the path that we set them on in 2004-05. They received a
       charter this year for their own bank and when tax customers don’t have a bank account,
       Block can open a low-cost one and have their refund direct deposited into the account.
       Customers can continue to use the accounts afterwards. We will likely do a pilot and use
       these accounts with our clients at two of our VITA sites in 2007. Block is not legally
       allowed to make their own refund anticipation loans (RALs), but customers will have the
       option to get their RAL via a Block bank account, which will lower the cost to the
       customer, and the customes can also continue to use the account even after the RAL.
       Finally, it appears Block will be an ally in our state EITC work.

Jackson Hewitt has now eliminated the application fee at all 5,000 of their stores, which
translates into annual savings of $114 million for the 2.8 million customers who buy a Refund
Anticipation Loan (RAL) or other refund product at Jackson Hewitt.

Whodathunkit? Less than a year after the Virgina Beach fallout, we reached an agreement with
Liberty Tax, the 3rd largest tax preparer in the country and the only other national company.
Starting last tax season, Liberty eliminated the application fee at all of their 2,000+ stores, almost
all of which were franchises. This agreement will save their customers about $50 million a year.
As with Block and Jackson Hewitt, Liberty agreed to change their disclosures, and in fact
adopted verbatim what we proposed.


We need this year to take it to the banks that make the RALs and win changes that lower the
costs even more and that will apply to all of the tens of thousands of tax preparers out there.

                                    PAYDAY LENDING


We entered into a new arena in taking on payday lending and spent most of our time this year
slipping and sliding and trying to gain a solid footing. Canada continued to get lots of press on
the issue, and the highlight on this side of the border was the action on the Money Mart Annual
Meeting where the protesters outnumbered the shareholders in attendance 4 to 1.

We learned a lot during the year, and working with the Campaign Department and a group of key
Head Organizers are now moving on what should be a winning plan.


In addition to advancing the Money Mart campaign, we will be involved in a number of state
legislative battles on a level that we haven’t before.


There is a common thread that runs through all of these and other issues. As banks and other
mainstream financial insitutions have abandoned low-income and minority communities and
neglected their needs, a predatory economy has emerged made up of check-cashers, pawnshops,
payday and car title lenders. These “shadow banks” are siphoning off billions of dollars from
our neighborhoods by making the poor pay more for less.

Not only have banks and mainstream insitutions created the void for these predators to fill, but
these same banks provide the financing and insitutional support that has fueled the growth of
these predatory institutions.

We need to engage in a strategy that simultaneously:

       1) Confronts the predators directly to bring attention to the issue, win changes in their
          practices, and get money for our programs.

       2) Targets mainstream institutions for their involvement with financial predators and
          their failure to serve our communities, and demands programs and partnerships to
          address these problems.

                                  Research Department
                                   YE/YB Report          12/15/06

Staff:         Liz Wolff, National
               Gina Vickery, New Orleans/Katrina

        Overall the Research Department has been focused on reports, support for bigger
campaigns (lead, utilities and the emerging Working Families Agenda), and general campaign
support. Good support was provided on these campaign as well as some local campaigns. We
are making progress, but need more work on, producing a usable set of “model” demands to be
used in our campaigns across the country. With the implementation of the Working Families
Agenda there are some parts of the work that can be better predicted.

Work on major campaigns:
A. Utilities
-- Helped find materials on PIPPs and other utility policies.
-- Worked with Amy Schur on the Utility Campaign Guide.
-- Built relationships with utility experts.
-- Did a special meeting in the fall to work with HOs in states on utility campaigns. The meeting
pointed out that we were going to need political clout to change the rate structures to make utility
bills affordable.
-- Worked directly with campaigns in FL, MD, AZ, MI, TX, MN, NE, IN DE, PA
-- Learned more about utility mergers and how those work.

B. Working Families Agenda
-- With Jen Kern did the position papers on our four issues of minimum wage, paid sick days,
state EITC expansion and child care.
-- Figured out and built relationships with people in the child care tax credit world.
-- Put together the leadership training in DC on the WF Agenda.

C. Katrina and New Orleans
-- Did a one year anniversary report on our work.
-- Worked to examine ongoing policy issues and craft responses.
-- Worked with Lisa Donner, Amy Schur and others on the February DC event.
-- Did fact sheets on benefit programs, the Stafford Act and other items.
-- Did a report on Katrina and poverty for the one year anniversary.
-- Did regular newsletters to ASKA members.
-- Provided daily news clips to staff about New Orleans and Katrina related stories
-- Provided research to Louisiana ACORN on property rights, affordable housing, homeowners
insurance, and health care.
-- Did work to position us for opportunities on workforce training programs.
-- Did work on post-Katrina voting procedures.
-- Did an analysis of the LRA Road Home Program.

D. Health Care campaigns
-- Worked on charity care with San Diego, El Paso and Ohio.
-- Monitored the health care proposals in Louisiana.
-- Worked with Amy Schur and Steve Kest to raise funds through Kellogg.
-- Started research on health insurance products (especially Blue Cross and Blue Shield) and
looked at low cost options for our constituency (more needs to be done on this).
-- Maintained relationships with outside groups including Community Catalyst and the Access

E. Lead / Sherwin-Williams
-- Produced report for release in June
-- Did company, investor and other research and back up for the campaign

F. Education campaign
-- Worked with MA, California, Cleveland, and New Orleans.

G. Support for other campaigns
-- Worked on inclusionary zoning
-- Did corporate research for payday lending, Simon Malls, and New Century.
-- We are developing state and federal legislative options to keep homeowners insurance
available and affordable nationally and in Louisiana.

Other work in 2005

A. Campaign reports – Four campaign reports of work done by ACORN were produced. These
are time consuming but useful.

B. Materials and lists
-- Continued to maintain the website, although it needs more materials
-- Internally for national field staff we have put up a data base of contacts. Currently these are
mostly my contacts and those of Lisa Donner, but our plan is to consolidate as many names and
phone numbers as possible so that these will be available as necessary and not be just on any one
hard drive.

C. Work with local offices
-- Did support work and campaign planning with the following local offices including: San
        Francisco on grocery stores, Las Vegas on development, California on their state-wide
        futures plan,

D. Maintained external relations with other policy groups, especially on health and utility issues.

E. Support for fundraising
-- Did research on various corporate targets for fundraising purposes

F. Support for staffing
-- Helped with training for the new state legislative person
-- Supported Dallas staff during HOs leave

                          2006 YEYB Report: Legislative Department

   •   Budget/Tax

We have worked with the Emergency Campaign on America’s Priorities (ECAP) on various
budget and tax issues, especially those relating to the labor/health and human services/education
spending bill. We also held a rally against the Administration’s Fiscal Year 2007 Budget during
the 2006 Legislative Conference.

   •   Immigration

ACORN activated its legislative hotline, posted action alerts on its website, called key members
of Congress, and mobilized our field membership through our APAL phone tree system in
response to congressional consideration of the following bills:

   •   H.R.4437 – Commonly referred to as the Sensenbrenner bill, the measure would have
       authorized an enforcement-only approach to illegal immigration that failed to include any
       effective solutions to the current immigration system. Specifically, the bill would have
       made it harder for legal permanent residents to become citizens, would have allowed
       local police to become de facto immigration officials, and would have criminalized those
       who provide charitable assistance to undocumented immigrants, including religious
       providers, without providing legalization for any of the 12 million undocumented
       immigrants who currently reside in the country. ACORN opposed the bill.

   •   S. 2611- Provided for a three-tier legalization system that would have granted different
       paths to legalization for certain undocumented immigrants depending on the number of
       years they have lived in the country. While the compromise legislation was
       comprehensive, the bill was criticized for limiting due process rights for immigrants and
       for its treatment of different groups of undocumented immigrants. For more information
       on specific amendments of interest, see ACORN’s Legislative Scorecard at

   •   H.R. 6061 (“The Secure Fence Act”) - Approved 700 miles of fence on the U.S./Mexico
       border. Congress approved the legislation and the President signed the bill into law on
       October 26, 2006. ACORN opposed the measure.

   •   HR 6094 – The bill would have expanded the Administration’s ability to lock people up
       indefinitely with no end in sight. Additionally, it would have allowed the
       Administration’s Attorney General to simply designate people as gang members without
       a trial, without giving them their day in court. ACORN opposed. This bill was not
       considered by the Senate.

   •   HR 6095 – Would have given the Administration’s Department of Homeland Security the
       unchecked power to deport people without their day in court. It also
       would have included a provision that would give local police departments more authority

       in enforcing federal immigration laws. ACORN opposed. This bill was not considered
       by the Senate.

Minimum Wage

H.R. 5970 (Minimum Wage /Estate Tax Bill)- In an attempt to repeal the estate
tax, the Republican Leadership crafted legislation that combined a partial repeal of the estate tax
with an increase in the federal minimum wage. The Senate Republican Leadership attempted to
pass the bill, which had been approved by the House of Representatives, but needed 60 senators
to approve taking up the bill (also known as invoking cloture on the Motion to Proceed). While
ACORN has strongly supported legislation that would increase the federal minimum wage, we
could not support coupling the minimum wage with a bad tax bill that would have benefited only
a small group of very wealthy taxpayers. ACORN mobilized our membership in key target
states, including Rhode Island, Washington, Colorado, Ohio, Louisiana, and Arkansas.
Ultimately, our efforts, along with those of our allies, resulted in the defeat of this motion and

Predatory Lending- There was discussion this summer that a federal predatory lending bill would
be considered in the House Financial Services Subcommittee on Financial Institutions and
Consumer Credit. ACORN, along with its coalition partners, visited with key Committee and
Member staff to discuss concerns with the proposal as well as “must-haves” in any mortgage
lending bill, including suitability language, limits on mortgage broker fees and prepayment
penalties, and a private right of action, among other items.

   •   Hurricane Katrina

In February, 500 members of the ACORN Katrina Survivors Association came to DC to make
sure our "return and rebuilding" issues were on the nation's agenda. Turnout came from
Louisiana, Houston, Dallas, San Antonio, Little Rock, New York, Jackson, and Atlanta. Events

* Democratic Leadership Hearing on Katrina: our members crowded into a
giant House hearing room and two AKSA leaders presented testimony to a panel
of Democratic Members of Congress, including Democratic Leader Nancy Pelosi,
Barney Frank, Maxine Waters, Mel Watt, and many more. Our members gave the
Congressmen red ACORN visors, and most wore them throughout the hearing.

* A small group meeting (40 AKSA members) with the head of FEMA.

* A rally and vigil at the White House, followed by a reception at the

* A rally with the Senate Democratic leadership, with Democratic Senate
leader Harry Reid, LA Senator Mary Landrieu, and Hillary Clinton. Tons of
TV cameras at this event.

* Substantive meetings/accountability sessions with Louisiana's Republican

Senator Vitter; top officials from HUD; the Gulf Coast director of President
Bush's Gulf Coast Rebuilding office; and the Chief of Staff of the Senate
Banking Committee.

* Speeches of support from various Senators who dropped by our event during
the day, including Barack Obama, Sarbanes, Lautenberg, Lieberman, and

* Scores of individual lobby visits to Congressional offices, which included
personal meetings with a number of key members of Congress including
Senators Clinton and Landrieu.

--ACORN staff has also lobbied on extending Unemployment Insurance benefits to survivors as
well as implementing changes to the Stafford Act that would shift responsibility of disaster-
related housing from FEMA to HUD.

--On December 7, Congresswoman Maxine Waters, Congressman Al Green, Congresswoman
Barbara Lee, and Congresswoman Sheila Jackson Lee joined AKSA member Bob Coakely and
DC Leader Mary Spencer to denounce FEMA’s decision to appeal a favorable ruling in ACORN
v. FEMA, which ordered FEMA to restore housing assistance to certain evacuees.

Voting issues

H.R. 4844, the so-called "Federal Election Integrity Act”- Would have required all voters to
obtain and show government-issued photo ID proving their citizenship before they would be
allowed to vote. If passed, H.R. 4844 would have prevented many voters who are less likely to
carry a photo ID from exercising their right to vote, while doing nothing to combat voter fraud.
ACORN opposed this measure.

VRA Reauthorization - See ACORN Legislative Scorecard at for more

   •   Other Issues

--Legislative Conference- This past Legislative Conference was the most successful with
approximately 150 members in attendance. We arranged for 180 lobby visits- 30 of which
were with actual Members of Congress. For the Day of Action, approximately 300+ people

--Take Back America Conference- We brought in a handful of members to attend this
progressive ideas conference. During this time, lobby visits were scheduled on a variety of

   •   Relationships with Congress

Staff has attended weekly meetings with Democratic Leadership staff. Overall,
relationships with Pelosi, Reid, and other key congressional members have improved

tremendously, resulting in greater support for our issues and events as well as greater
consultation on issues of mutual interest.

Participation in Coalitions
ACORN is a member of the following coalitions: Coalition on Human Needs (CHN), CAN,
Emergency Campaign for America’s Priorities (ECAP), National American Opportunity
Campaign (NAOC), and Comprehensive Immigration Reform (CIR) Now.

    •   Publications
    •   Legislative Scorecard—available at

                                ACORN Legislative Agenda for 2007

Working Families Agenda

Minimum Wage – Soon after the new Congress gets to work in January, both the House and the
Senate are expected to move bills to increase the minimum wage to $7.25 an hours in three steps
by 2009. While almost everyone believes this will pass (and Bush has indicated he will sign an
increase), the fight will be over getting a clean bill – without poison pill amendments such as
small business tax breaks or “protection” of small business from health insurance costs (read:
higher premiums and insurance cut offs for our members). ACORN will take a leadership role in
both raising the profile of the issue with our friends in Congress in select Congressional Districts
in Dec and Jan – AND targeting some moderate Republicans and weak Dems who are more
likely to go along with the poison pills.

Soon after we get the $7.25, Sen. Kennedy will introduce a more ambitious bill to restore the
value of the minimum wage to its historic levels (more like $9.00/hr.) AND index it to inflation.
We’ll likely have to fight for this bill for many years, and it is not likely to be a very big priority
in year one, 2007.

Paid Sick Days – ACORN intends to make the fight for paid sick day a big one in 2007. To
supplement our city and state campaigns on this issue, we will push for the Healthy Families Act
(introduced by Sen. Kennedy and Rep. DeLauro), which would require employers to provide 7
paid sick days a year.

EITC- While we are not sure what the exact vehicle is this year and how viable it is, we will
explore avenues to expand both EITC eligibility and benefits.

Child Care/Dependent Care tax credits- While this is mostly a state priority, we will explore
opportunities to push to have these federal tax credits be fully refundable (which puts money in
people’s pockets no matter how much tax is owed) and to better target benefits to the lowest
income working parents.

NCLB reauthorization

SCHIP reauthorization
--National Campaign discussion with key ACORN offices
--Gear up for comprehensive immigration reform debate. The Senate is expected to consider a
proposal in the first few months of the new session.

Hurricane Katrina-
--Disaster housing issues
--Rebuilding issues

Financial Services
--Home Mortgage Disclosure Act (HMDA)

--Predatory Lending
--Housing Trust Fund
--Foreclosure Prevention
--Housing Counseling Funding

Voting/Electoral Issues

Congressional Relationships in 2007-
--Encourage certain oversight hearings and ACORN member participation in hearing relevant to
our issues
--Strengthen relationships with Democratic Leadership. For example, ACORN will be actively
participating in CAN-Pelosi’s 100 Hour Plan, which includes an increase in federal minimum

Other items:

Interaction with ACORN Precinct Action Leader (APAL) Program:


   1. Bridge gaps within the APAL Program between the Legislative, and Political operations.

   2. Improve continuity of Phone Tree operation by developing a committee of Legislative
      Conference attendees, who are PALs, and have a quarterly Phone conference with
      updates from the Legislative Director and Legislative Campaign director.

   3. Build and Prep PALs for the 2007 transition in the House and Senate as well as for the
      2008 Elections.

   4. Build a database of APAL membership for the national Legislative office to utilize to
      contact PAL Phone tree participants.
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  Jen Kern, Amy Schur, Ginny Goldman, Katy Gall and the New Orleans ACORN operation in particular all played
key roles in landing a number of on-message national stories.


  Reico is available to help with projects large and small for all offices and operations, time permitting. He can be
reached at or ext 174. To order items that are already in stock, contact Caitlin Corrigan – ext 105
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Social Policy Report: 2006


Caitlin Corrigan – Managing Editor (full-time)
Jeff Karlson – Design (support)
Wade Rathke – Publisher and Editor-in-Chief
Reico Robichaux –Layout

Kevin Whelan – Associate Editor, marketing support


We ended 2005 with high hopes for getting Social Policy, ACORN’s quarterly journal on
community and labor organizing, back on schedule and in the hands of more readers in 2006.
Hurricane Katrina delayed our publication schedule, just after we’d caught up a backlog of late
issues inherited when we purchased the magazine. In 2006, we’ve published five issues,
effectively catching ourselves up to a seasonal publication schedule:

February 2006: Vol. 36#1 (Fall 2005): Organizing Wal-Mart
May 2006: Vol. 36#2 (Winter 2005-06): Rebuilding New Orleans, Indonesia Org. Forum
August 2006: Vol. 36#3 (Spring 2006): Immigration Reform, Technology & Organizing
October 2006: Vol. 36#4 (Summer 2006): International Organizing, Media Activism
December 2006: Vol. 37#1 (Fall 2006): Labor, “Business” & Organizing, Fair Trade

Despite this success, out circulation has not increased significantly, and we look towards 2007
with an eye on how to continually increase editorial and design quality, plus develop effective
marketing strategies to get the magazine greater exposure and a more diverse range of
contributors. We currently have a list of 1,000 subscribers, but remain solvent since the majority
of these are institutional subscriptions who pay up to $200 per subscription.


In March, the Communications Dept. hired Reico Robichaux as a freelancer, and in April he
became both full-time staff and main designer for Social Policy. Jeff Karlson continues to advise
and contribute to layout. In July, Caitlin Corrigan took over the duties of Managing Editor,
continuing to receive support and guidance from Kevin Whelan in the role of Associate Editor,
and Wade Rathke as Editor-in-Chief. Jewel Bush joined the Communications staff in August
and has since been valuable as a keen set of proofreading eyes. In our attempt to play “catch-
up,” we published five short issues of an average of 40-50 pages each vs. previous issue lengths
of 60-80. We have begun to publish book reviews and interviews, and look to include more
regular features, including photo pages and profiles of interesting organizers and campaigns. We
continually seek contributors from the “front lines” and well as more objective analysis, and in
2006, we relied more heavily on the front line (aka, self promoting) work from active organizers,
which made for practical, applicable articles, but not a lot of meaty academic substance, which
appeals to our longtime institutional subscribers.


We succeeded in a number of ad trades in the earlier part of this year, but the number of ads
diminished as 2006 wore on. A goal in 2007 is to both solicit and place more advertisements in
and for Social Policy, to increase revenue and exposure. In May, we became sending out HTML
rich emails to our list, and have received a handful of paid subscriptions in response to each
mailing. A goal for 2007 is to distribute this mailing more widely on the internet, including
posting in appropriate websites and blogs to increase our web traffic and ultimately lead to more
paid subscribers. In July, Caitlin attended the Librarian’s Conference in New Orleans to promote
Social Policy. While we secured few subscriptions, we made contacts with other magazine

promotion agencies, and we’ve since used their services to promote Social Policy at additional
Towards the end of 2006, we began partnering with several ACORN offices to use organizers as
commissioned sales agents of Social Policy. It is still too soon to tell how effective this method
will be, but we invite all organizers to get involved for the chance to earn hundreds for your
office (details: We also sent a large mass renewal mailing in November
of 2006, which yielded a few paid subscriptions. In 2007, we look to sending out quarterly calls
for renewals to maintain and build on our current subscribers. Social Policy is also now
distributed by Ubiquity Distributors, though again, it is too early to tell if this partnership will
prove successful in getting more subscriptions and dollars to the magazine.

Our plan in 2007 involves marketing the magazine to more groups and organizations committed
to social and economic justice. We hope to increase exposure online, and better establish
ourselves as a vital media resource for organizers and academics. We hope to maintain and grow
our list of both institutional and individual subscribers by continuously increasing the quality and
timeliness of the magazine, and exposing it to more and more readers and contributors.


We’ve been able to manage the day-to-day administration of the magazine fairly well—sending
out claimed issues, inputting orders, and maintaining correspondence with customers. It has
proved surprisingly difficult to detangle some of the old data to find the “true” list of subscribers
though, and at the end of 2006, we are still operating our database on a shoestring Excel
document! But—we’ve made an investment in a copy of Filemaker Pro, and hope to start 2007
with a functioning, effective database with beautiful hygiene and order. Scratch that—we know
we will have a functioning database soon! Right? Right!

In addition, the team working from the Local 100 office in New Orleans recently unearthed some
old copies of Social Policy, which will prove very effective in sending out claimed issues and
making our subscribers happy. So thanks, ya’ll.

SOCIAL POLICY Budget Estimate: 2007
Estimated Revenue
Subscriptions       $100,000.00
Advertising         $500.00
Copyright Royalties $250.00

Total revenue          $100,750.00

Estimated Expenditures
Audit services       $250.00
Bookkeeping services $2,500.00
Bank charges         $50.00
Corporate services   $500.00
Editorial services   $19,500.00
E-mail/internet      $5,000.00
Express mail         $150.00
Personnel services   $4,800.00
Postage              $2,500.00

Printing              $30,000.00
Promotion             $5,000.00
Shipping/freight      $5,000.00
Supplies              $200.00
Travel -- staff       $350.00

Total expenditures    $75,800.00

Estimated Net         $24,950.00

                   ACORN Technology 2006-2007 YE/YB Report
ACORN Tech department has rebounded in 2006 following its home based being returned to
1024/1016 Elysian Fields.

!       Getting Back Home
The Tech department finalized the journey for ACORN's return to New Orleans. Weeks before
the ACORN office re-opened the Tech department setup temporary Internet access for 1016
Elysian Fields. The network in 1024 Elysian Fields was completely dismantled and rebuilt from
the ground up in time for CCI, SEIU100, Louisiana ACORN, New Orleans ACORN and
ACORN National to return for January 2, 2006. Unfortunately phone service was not restored
until the end of January.

!       The ACORN Help Desk
The ACORN Institute began operating the ACORN Help Desk in 2006 with additional support
from CCI. The Help Desk is a one stop shop for computer support. The Help Desk is currently
staffed by Janet LaTour, Chih Chan and Mark Madere.
There are two ways to contact the Help Desk:
    " Support by phone – (504) 943-5954 opt 6 (extensions 122 or 170)

    "   Support by email –

!       Working Smarter
This summer the Tech department introduced OTRS, the Open source Ticket Request System
which is a freely available tool to track trouble tickets. This system allows the Help Desk to
ensure all computer problems are resolved. To open a trouble ticket email
with a description of the problem. In the event that a problem reoccurs the ticket can be
reopened by replying to an email with the ticket number as part of the subject.
The Tech department also introduced a new way to fix problems with remote access. Some
things have to been seen to be understood. If the offending computer can be connected to the
Internet it can also be connected directly to the Help Desk. Once connected the Help Desk can
see the remote desktop and can control the keyboard and mouse. The program can be
downloaded here:

!       Breaking the Server Barrier
This Summer the Tech Department began using a virtual server, which is a computer that can be
many computers at once. This server is hosted in a secure facility in California. It is currently
running 8 virtual computers performing the following duties:

    "   ACORN Member Benefits Screening server (
    "   Benefits Screening testing server (
    "   Four ACORN training computers (
    "   Open source Ticket Request System server (

    "   Help Desk remote access server (
    "   Pfsense a UNIX/BSD Firewall to protect above servers

!       Dealing With Spam
        The overall volume of spam has doubled in 2006 versus 2005. At this time the Tech
department has employed two new server based spam solutions. The first is Spam Assasian
which is a filter that analyzes the emails and tries to determine if the mail is spam or not. This
solution also supports an always accept and an always block email list. These lists are referred to
as a whitelist and blacklist respectively.
        Since this filter needs to be configured for each email addresses, the Tech department has
been looking into other solutions. The second solution is to employ two global blacklists,
provided by Spamhaus. The first is called the Spam Blacklist, or SBL, which is a list of servers
which are known to send spam. The second list is the Dynamic Blacklist, or XBL, which is an
ever changing list of personal computers that have conscripted into sending spam for other
servers. These lists have just been installed and are not having much effect at present. However,
within a few weeks the level of spam being blocked should surely increase.

                                 KABF Community Radio
                                  YE/YB Report 12/15/06

Staff: Tennille Burks         Pledge drive and office staff
       John Cain              Volunteer and program manager
       James Googe            Stamp Out Smoking Program Coordinator
       Sabra Miller           Stamp Out Smoking Outreach Coordinator

        This year at KABF saw steady work mostly in a holding pattern for the year. We were
able to get some outside help in moving toward having more community news, especially in the
Spanish language format. We did start streaming out signal over the internet which fulfills a
long held goal. We were a major part of the outreach work for the immigrant rights marches and
events in Arkansas saw, which is a new role for us. We have continued to do good outreach
through our Stamp Out Smoking Program. On the downside, we needed to have done better in
fundraising. We still need to hire a station manager.

        For the most part we have had stable programming this year. We added late night rock
programming and have struggled to hold these folks accountable.
        We have been regularly broadcasting Empowerment Radio produced at KNKON in
        ACORN has been doing a good job in having interesting shows that advance their
campaigns and generate calls.
        We have been able to get a renewed commitment from the Little Rock AFL-CIO to do
their labor show on Friday evenings on a regular basis. This is an important continuing
relationship for us.
        The station was very active in informing the immigrant community about the May 1st and
other rallies. We are seen as a lead in providing the community information in Spanish. The
board President, Lucho Reyes, was one of the key speakers at the rally on May 1st and has
worked closely on these events with Arkansas ACORN.

        Our Stamp Out Smoking program has continued to do a large number of events and
presentations in Little Rock as well as in the surrounding counties. These presentations are
usually at least once a week. We distribute information about tobacco as well as about our
station. All of these events have been helpful in building up our name recognition and

        All through the year John Cain has done his usual good job of keeping volunteers on the
air. As was set for a goal for this year we still need to figure out how to keep enough DJs for the
daytime hours and work to get all DJs to come to volunteer meetings and to help with the work it
takes to keep the station going. This continues to be a problem.

        We are pleased to have had three of our staff people all year long. One person left, and
her replacement, Sabra Miller, has been a wonderful addition to our staff. The board has hired
several new station managers, but none of them stuck with the job.

        With the help of our Stamp Out Smoking grants, for the third year we have increased our
internal fundraising, although just slightly. We did not make the goals that set from last year.
We have done all of the pledge drives for this year, although the November drive was
disappointing. We need to do a retraining with the DJs before the first drive of 2007. We have
continued to receive funding from the Arkansas Humanities Council which provides funding for
overhead costs. We continued to qualify for the higher level of CPB funds and with thanks to
the CCI staff we got our reports in on time to CPB. The numbers shown below are the
fundraising figures for January through November 2006 in comparison to the previous 3 years
(although January through November). The numbers do not include CPB funds.

                              2006           2005            2004           2003

Underwriting                  24,961         32,811          57,875         28,219
Benefits                         545          2,223           2,417            245
Pledge                        21,783         21,675          28,228         23,940
Grants                        82,627         84,535          25,360              0
Tower Rent                    14,894         15,550          13,776          6,700
Other                            495            483               0            200

TOTAL                        163,305        159,277        127,656          59,304

       We have many more opportunities to raise funds from the Hispanic market than we have
been taking advantage of. We still need to build stable fundraising system. We still owe a lot of
money to AMFM and to KNON which needs to be repaid.

        Our goals for 2006 were:
        -- Increase underwriting to $80,000. We raised $42,961, an increase of $8,000 over the
        prior year.
        -- Increase pledge drive to $60,000 in funds received. We brought in $21,783 which is
        essentially flat for the last 4 years.
        -- Keep grants at $70,000. We hit this goal.
        -- Increase benefits to $10,000. We brought in over $545 and really have no program or
        plan here.

        Fundraising goals for 2007 are (assuming hiring 1 more person):
        -- Underwriting              $75,000
        -- Pledge Drive              $35,000
        -- Benefits                  $ 5,500
        -- Grants                    $85,000
Other projects and priorities:

   1) We have started broadcasting on the internet which had been a goal from last year.
      Check us out at
   2) We still need to raise $10,000 to get a new board in the main studio. We made no
      progress on this during the year.
   3) We did a set of filings with the FCC to keep up our records there.
   4) We added one new person to the board.

                                        Community Radio
                                          Dallas, Texas
                                     YE/YB Report 12/16/06

Staff: Dave Chaos                Station Manager
       Christian Elliott         Pledge Drive Coordinator
       Trevor Fought             Sales manager
       Thomas Fearson            Morning Show Producer
       Tunde Obazee              National Programming Director

         KNON had an exciting year in 2006. The station continued to grow setting records at our
festivals and with our pledge drive. Our new board members who joined last year have proven to
be an asset to the stations efforts in addressing our mission and reaching out to our listeners.
KNON’ Community Advisory Board has brought new fundraising strategies and creative ideas
to the station. We have added The Voice of the People to our latest bumper sticker design per
advice from an Advisory Board meeting and it is proven to be a very popular design showing up
immediately on vehicles throughout the metroplex.
         KNON continues down the road to a digital conversion of the stations signal. Part of
going digital involves getting a new transmitter. Our current transmitter is over 20 years old. A
digital signal also enables us to broadcast more then one station on the digital format. In the near
future both radio and television will be broadcasting in the digital format. KNON does not want
to get left behind as these changes occur. This effort was launched last year with grant funding
from the Corporation for Public Broadcasting and we are working at getting the matching funds
required to complete the project. Another recent station upgrade effort is a new computer and the
software needed to convert our broadcast studio to digital automation. It will take us from tape to
digital in the broadcast of KNON’ P.S.A’s and Underwriting announcements. The system will
also make available a music library that can hold a 10,000 plus catalog for DJ’s to select music
         We continue to cover Hurricane Katrina issues. Tunde Obazee host of KNON’ national
program Empowerment Radio has been to New Orleans on 3 separate occasions and Washington
DC working on the story. We posted pictures from the opening of the 9th Ward on our web site.
Material gathered both on the web and for broadcast is shared with all of our talk shows. The
impact continues to be felt and we are determined to keep covering the struggle for justice in
New Orleans.


       KNON programming highlights and new additions this year include:
       1) Adding another hour to Empowerment Radio.

       2) Podcasting of Empowerment Radio

       3) New Teen Talk hosts
       4) Interviews with Eddie Bernice Johnson, John Edwards, Hillary Clinton, Hugo Chavez,
       5) Covering the 2006 ACORN National Convention in Columbus Ohio.
       6) Election 2006 Coverage
       7) Thanksgiving Blues Broadcast with a live studio audience

Public Service Announcements aired in 2006 for ACORN, ACORN Housing, and Local 100.
These Announcements covered Minimum Wage, Get out the Vote, Tax Payers Assistance,
Predatory Lending, the Katrina Survivors Association, and more.

KNON’ base of volunteers in 2006 continued to grow with only three turnovers of DJ talent.
KNON hired a new Morning Show Producer in 2006. Thomas Fearson had been volunteering for
KNON’ Empowerment Radio show, doing a great job and putting in regular hours very early in
the morning. He comes to us from the American Broadcasting School in Arlington. As an intern
he had a long list of accomplishments. As a staff person he has already made major
improvements in KNON’ production of announcements resulting in a better sounding KNON.
Thomas works with interns and produces KNON’ Teen Talk show working with an all new
crew. And he still comes in very early.

KNON’ budget has increased to 600,000 this year. The station has maintained balanced books
for 2006.

 KNON benefits did well in 2006. We have started broadcasting live from the KNON live music
room (which doubles as a conference room when KNON is not having a benefit). We can now
put a live audience on the air along with the artist performing and the DJ. The first event was
during a Thanksgiving Morning Blues show and it sold out.
KNON’ Latin Energy Festival drew 9000 to people to a new venue, Dallas’ Fair Park. Same
space the Texas State Fair is held. Volunteers from all of the stations formats and all of the
station staff joined together to make this festival a success. 12,000 is the goal for 2007. Station
underwriting sales were strong in 2006 with many formats selling out on a regular basis. Sales of
the stations Blues CD were steady. People keep donating cars to our car donation program.

Other projects and priorities:
1) Digital signal
2) Digital studio
3) Outdoor advertising
4) Purchase research numbers to learn more about KNON’ listeners.

                                         KNON 89.3FM

                                      Dallas Texas
                         Empowerment Radio / National Programming
                                  2006 YEYB Report.

Report Author: Exec Producer/Host Tunde A. Obazee

                                       2006 In Review

In 2006, KNON 89.3FM saw a growth in its National Programming format. The addition of
The Tavis Smiley Show in early February has definitely thrown KNON community radio
into a class by itself. Both shows (Empowerment Radio and The Tavis Smiley Show) are
designed to empower everyday people everywhere.

KNON’s Empowerment Radio with Tunde Obazee cover’s national issues of concern
affecting working people and our nation. The program discusses how the issues of the day
affect real people and what all of us can do to change things for the better in our country. It
is produced and aired on KNON 89.3fm and streamed live on from 7-8AM
(central Time) every Monday. Since the first airdate of December 2003, Empowerment
Radio continues to offer a unique perspective that is rare in most radio talk shows in
America. The first of this weekly two-hour talk show from 7-8AM, features in-depth
interviews with citizens across the social and political spectrum while the second hour from
8-9AM, engages the listening audience live over the telephone.

The Tavis Smiley Show, is a weekly two-hour show produced by The Tavis Smiley Group.
The Tavis Smiley Show was added to KNON’s national programming line up early
February 2006. It is geared to enlighten, encourage and empower. KNON is proud to claim
being the first in the nation to air each weekly show every Friday from 7-9AM.

    • Empowerment has just completed it third year on the air on KNON.
    • Produced over 48 new episodes this year, adding up to approximately 145 episodes.
    • There are currently over 139 audio achieves of past shows on Empowerment Radio
       web page.
    • Airtime on KNON has increased from one to two hours every Monday.
   • Empowerment Radio took interviews and recording to a new level by going
      completely digital in recording, processing and delivery.
   • Empowerment Radio traveled around the nation to acquire contents first hand from
      congressional hearing to crisis in the gulf.
   • Increased affiliation in addition to PRX is PRI and Pacifica Radio.
   • Pod casting has just been implemented for our on-demand audience.
   • Itunes store began featuring weekly episodes of Empowerment Radio on its podcast
Future Goals:
   • Take interview and show recording out to the communities nationwide

   •   Increase marketing efforts
   •   To continue to seek increased audience
   •   Acquire 800 number to engage a wider audience

                                   Year End Report 2006
                                     Christian Lee
                   Pledge Drive Coordinator/Benefits/Sales/Music Director

   KNON averaged $55,227 per quarterly pledge drive, for a total of $221,000. 2006 was the
highest paid in pledge year in KNON history. 2007 is fast approaching. We are already in the
works of coming up with new pledge concepts. Also, we are coming up with new designs to be
placed on our various pledge items: T-shirts, hats, jackets, aprons, mugs, etc. The biggest goal
for 2007 will be finding part-time help in the pledge department. This should help increase
pledge money, underwriting/sales, and KNON benefits. Another priority will be finding a new
Music Director, enabling me to concentrate on pledge drive. I have been volunteer music director
for 9 years now. It has been a great experience, but time has not allowed me to maximize our
potential in the radio/music industry and fundraising. My underwriting, merchandising, and
benefit funds for the station totaled over $22,000. This amount alone has helped pay for most of
my salary. Pledge Drive is almost half of the KNON budget. Thus the overall goal will be to tap
into areas of pledge drive fundraising we have not yet explored and follow through on ideas we
have already imagined. KNON has been on the air for over 23 years and I am proud to have been
on staff for over a third of that time. We are truly the “voice of the people.” I will continue to
spread the word and do my part until there is no more blood, sweat, and tears to give.

   Year end year beginning report Trevor Fought

   2006 was a pretty normal year for me. I was responsible for about fifty thousand in
   revenues plus, once again, one of my regular accounts (DMX) bought the pouring rights
   sponsorship for Energyfest; which was another ten thousand dollars (house). This is
   right at twice my income for the year. I did not engage in any benefits, but have plans in
   the works for one major event next year. I am also working on proposals for yearly
   sponsorships from a couple of accounts which have been periodic in nature. As a
   volunteer programmer my show was also responsible for close to another eight
   thousand in pledge revenues. I would like to bring these figures up, but do consider
   myself to be an asset to the station and the organization.

                       Thomas Fearson, KNON Morning Show Producer

                                          2006 YE/YB Report

  KNON's local morning talk shows continue to focus on issues of
concern to the low and moderate income community. Subjects that generate
the most call-in response from listeners include debates over
immigration, high utilities, the recent elections, community involvement
and personal accountability.

  Our /ACORN Hour/ program is hosted by ACORN members and highlights
ACORN initiatives locally and nationwide, as well as serving as a
recruitment tool to increase membership. Our /Worker's Beat/ show
spotlights labor issues in Dallas/Ft. Worth and around the country, as
well as stressing the importance of activism and organizing in a broad
range of progressive issues.

   KNON's talk show format also provides opportunities for young people
wishing to begin a career in radio. The format allows any committed
volunteer to get free training and hands-on experience in radio
broadcasting, public affairs programming, production work, and a chance
to get directly involved in serving the community. All-new hosts for
/Teen Talk/, a youth-oriented program, began this year.

   KNON also works with ACORN, ACORN Housing and Local 100 to air
public service announcements, spreading the word about upcoming actions,
rallies, protests and marches. Announcements directing people to ACORN
for help dealing with high utility bills generated a great deal of
response from the community, as well as new members. Other messages
dealt with housing discrimination, union organizing, organizer
recruitment, as well as encouraging people to vote.

  Other developments during this year included several new computers
that have enabled vast improvements in production quality, allowed
easier archiving of past programs and better internet capabilities,
including the podcasting of /Empowerment Radio/. Future plans include
increased internet presence as well as station-wide digital upgrades.

YE/YB 2006

Citizens Consulting, Inc.
Jules Nunn, Comptroller (October, 2006-present)
Donna L. Pharr, Director of Administration (June, 2006-present)
Michael Jones, Internal Auditor
MaryAnn LeBlanc, Budget Analyst

General Ledger
Kimberly Brister, Senior Accountant
Karen Diaz, Shared Cost Jr. Accountant
Yolanda Gilmore, Accountant
Stephanie Jones, Accountant
Jessica Kudji, Accountant
Jill Ready, Accountant
Judy Agrawal, International Accountant
Elvis Harris, Intern

Cash Management
Eileen Rogers, Cash Management Bookkeeper
Jennifer Armant, Cash Management Clerk

Accounts Payable/Disbursements
Nancy Boykins, Accounts Payable Bookkeeper
Summer Deas, Accounts Payable Clerk
Tyaisiha Moses, Accounts Payable Clerk
Mary Maxwell, Accounts Payable Clerk

General Ledger/Housing
Irvine Figueira, Senior Accountant
Peggy Battle, Accountant
Romonda Harrison, Accountant
Francis Durand, Accountant
Paula Matthews, Accountant
Ida Scineaux, Administrative Assistant

Technical Support
Denis Petrov, Information Technology Manager
Chih Chan, Systems Operations
Andrew Barkley, IT Assistant

Payroll Department
Sydney Sheperd, Payroll Manager
Alicia Jones, Payroll Clerk
Hoa Truong, Payroll Clerk
Miffany Thompson, Payroll Clerk

Tax Department
Anita Schexnider, Tax Accountant
Pamela Davis, Tax Assistant
Khristian Johnson, Tax Assistant

Human Resources Department
Sondleta Johnson, HR Manager
Lisa Renard, HR Coordinator
Michele Matthews, HR Assistant

Insurance Department
Sanda Dunbar, Insurance Specialist

Special Projects
Patrick Winogrond

Office Support
Yvonne Benjamin, Admin. Assistant
Gustavia Reed, File Clerk



        In the absence of a full staff for CCI, the year 2006 found many of the current employees
filling in where needed in tasks that may or may not have been their areas of expertise.
Hurricane Katrina virtually wreaked havoc on the organization by inhibiting its ability to both
relocate previous staff members and recruit for well-qualified staff for positions left vacant by
those who were unable to return.

        During the first month of 2006, CCI moved back to its base in New Orleans working with
a limited amount of staff. The previous comptroller, then did what was necessary to get through
the day-to-day transactions as well as managing and dealing with field crises.

        May, 2006, the Comptroller for the past several years resigned and CCI was then placed
in a period of transition. Two co-directors were appointed to assist in the transition while they
continued to search for a Comptroller. In late October, 2006, a new Comptroller was hired as
well as an Internal Auditor and the remaining co-director was named Director of Administration.
This new structure should allow management to better serve in tackling the overwhelming issues
associated with the overall growth of the companies we service.

        There have been many obstacles to overcome since May, 2006, which left the co-
directors with the supervision of bookkeeping personnel, dealing with field requests and crises,
all reporting matters and audit responsibilities.

       Much of the priorities for 2006 have focused on trying to maintain a level of stability
while fighting the enormous number of turnovers this year. Locating and organizing records,
coordinating correspondence to let the rest of the world know exactly where we are and where to
send our mail literally took the first six or seven months of this year.

       The ongoing focus also continues to the hiring of qualified staff in the midst of the
continuing local area personnel shortages and housing availability/affordability issues.


      The continuing focus in the accounting area has to be the accuracy of the available data in
our computer system, proper training, and the availability of regular period reports so that
management is better able to make projections and decisions that affect further growth.

        To that end, during the last quarter of this year we have worked diligently to provide each
office with current financial information (October, 2006). The goal is to provide these reports on
a monthly basis initially. Within the first quarter of 2007, the goal is to work with the Field
Operations areas to establish and regularly report budget versus actual information.

        One of the biggest priorities and struggles has been in the audit preparation process.
With limited staff, limited missing information, previous late filings, a huge burden has been
placed upon the current staff to both “catch up” and make sure that current payments and
reporting are done timely. This will continue to present a challenge through the upcoming
year(s); however, we are constructing a plan to get and stay current. As many of you already
know, the lack of current audits presents all sorts of problems, but among these is the ability to
maintain current charitable registrations.

        Your continued cooperation is appreciated in submitting all supplemental documentation
with all deposits to assist us in our strive for accuracy in reporting.


        Obviously, all have experienced problems with Navision. During 2006, we saw the
upgrade of Navision to 4.01. This conversion definitely presented its share of problems, but
most importantly many, if not all of the custom-made reports were not able to transfer to this
new system. Instead, these reports are having to be re-built on an “as-needed” basis (as problems
occur). This creates problems in many areas, including payroll tax transfers, tax rate
calculations, employee seniority dates, servicing fees, and various others…..

       CCI has made advancements in reporting through the implementation of Jet Reports. Jet
Reports has allowed us to break through barriers in reporting that we previously faced with
Navision. CCI now has the ability to create reports based on all information stored within

       We will continue to develop this area and make the necessary adjustments to give more
timely and accurate information.

        On another note, the Online Management System (OMS) was put into place and has
significantly contributed to our ability to process employees in a timely manner and was a real
life saver during election time. We will continue to refine this system and make the necessary
adjustments; in addition, we will be adding the accounts payable function to this process.

        The other key accomplishment for this year was the development of a comprehensive
disaster recovery plan which includes full backup of all computer systems as well as vaulted
storage for archived computer data.


        The modernization of the existing bank procedures will be a top priority in the upcoming
months. Emphasis will be placed on converting more routine tasks to electronic transfers (ie.
Internal transfers and servicing fees), where possible. In addition we are reviewing the
possibility of utilizing ACH debits where allowable and appropriate. These processes will
ultimately result in the elimination of enormous UPS charges and checkwriting costs (ie. Checks,
printers, etc.).


        The Payroll Department has made tremendous strides in 2006. Having to construct a
completely new department, we began the year with novices, staff who had never processed
payroll before. Through trial and error, many growing pains, and intensive training sessions, we
now have an extremely competent four-person team. Each payroll representative has specific
companies and offices for which she is responsible. This allows the clerk to provide
personalized attention to the local office. With the aid of other CCI departments, we are able to
process checks and resolve outstanding issues quicker and get payrolls released sooner.
        We are also currently working on providing direct deposit for all employees to, again,
eliminate the costs associated with paper checks, UPS, etc.


        The Human Resources department has had its share of turnover, resulting in some lack of
continuity in services provided. With every employee turnover, there was virtually no transition
to provide the stability needed. This resulted in multiple transactions being processed for some
accounts and even some missed payments incurred during the “Katrina” era. These are areas that
are being thoroughly reviewed and reconciled, so that the upcoming year starts everyone on the
“same page”. During the first quarter of 2007, many of these processes will be overhauled to
provide a reporting mechanism to offices to eliminate “haphazard” billings and payments.

       During the election period, we were better prepared for the overload in the hiring process
of temporary part-time employees. Further, with the roll out of full-time staff being added to the

OMS, the human resources department will be able to focus on many of the other difficult issues
surrounding our department.

       We will continue to work diligently to find better ways of serving our client base and
provide employee incentives.

Legal Operations: Steve Bachmann (Indiana), Hollis Shepherd (NOLA)
   RE: YEYB 2006/2007
   DATE: December 6, 2006

  1. Prepare for Columbus, Ohio, Convention
  2. Consolidate, re-build, internal systems (especially corporate)
  3. Prepare for 2006 elections
  4. Defend Liberty Tax lawsuit and/or sue rightwing attorneys
  5. Situate ACORN in Canada, Mexico, etc.

YEAR 2006
        If we had a “surprise” in 2006, it related to the degree that CCILegal lost staff like the rest of
CCI. The good news was that CCILegal was able to continue to deal with a lot of COUNCIL legal work
(including employment issues, contracts, corporate, etc., etc.)(thanks and a tip of the hat to Hollis
Shepherd). The bad news is that much remains to be done, and a high priority for Year 2007 is to re-
build the CCILegal Staff, and ensure that we do not lose too much of what we have learned in terms of
dealing with weird states, the EEOC, the FEC, the IRS, etc., etc., On other fronts:
        The Columbus Convention saw no arrests, but did provide two new twists for legal: an airplane
with ACORN members was delayed out of Phoenix because of an INS raid; and Bachmann spent more
time talking with the new Homeland Security Terrorist Liason than he did with Columbus Police. It’s a
post 9/11 world….
        The 2006 election saw ACORN and its allies make a strong impact around the nation, to the
degree that ACORN was mentioned on the front page of the NYT on Election Day. Naturally our
enemies were not amused. In 2004, voter registration quality control lapses led to some 20 criminal
investigations around the nation and private lawsuits in Florida and Ohio. In 2006, much quality control
around the nation was improved, but where there were failures, they were impressive (particularly in
Missouri), and had national repercussions. In 2007 we face one grand jury investigation, 3 FEC
complaints, and a possible investigation by the Senate and/or the IRS.
        Internationally, ACORN Canada now seems legally set. This is NOT the case in other extra-
USA ACORN operations. Solving these problems will be a major matter for 2007.
        In 2006 we settled out the Liberty Tax case. We were unable to secure support for suing various
of our rightwing enemies. Year 2007 may see us involved in some productive class action litigation.

  1. Re-build CCILegal staff
  2. Preserve, improve internal systems
  3. Deal with election (2006) aftermath
  4. Situate ACORN beyond Canada
    5. pursue offensive litigation


Training Department Report
YE/YB 2006
Pat McCoy, Training Director

Work in 2006
With Staff:
Created Field Operations Managers Manual website—includes all current training materials for
Field Operations, many old and many generated this year for inclusion.

Created Head Organizers’ Administrative Manual—a comprehensive guide to the least
glamorous and most mystifying part of an HO’s job. This was largely the work of Brennan

New Head Organizer Development Program—worked with Helene and RDs to devise a one-
month training agenda for prospective HOs, a three-day training curriculum for HOs in new
offices, and an annual schedule of orientation trainings for new HOs that we have implemented
quarterly at Field Ops meetings.

Spanish training materials translations—some completed and many at the translator’s and on the

Training field trips—made one to the Deep South in late spring.

With Membership:
Worked with staff and leadership team to update materials and sessions for Leadership School
this past summer. Credit to Maud, Toni McElroy, Mildred and Ron Sykes for a very productive

With other Groups:
We continued our successful administration through ACLOC of the SEIU Apprentice Program.
Credit goes to Sondleta Johnson and Jessica Kudjil for working out a lot of post-Katrina kinks
and making this program work very smoothly during the second half of the year.

ACLOC organizer training for SEIU in Canada ran for 10 months this year. Brennan did the
training for the first few months, then we relied on folks from Ross’ ACLOC staff. We’ve helped
SEIU develop a cadre of new organizers there, and they seem happy with our work, but internal
divisions on their end make it unclear if this program will continue in 2007.

Did World Savings Bank management training in San Antonio in June with Helene. Learned a
few things we’ve worked into our training system, and worked with a consultant of theirs for a
few months thereafter on improving our management training.

Have been communicating with a community development and organizing group in San Juan,
PR about doing a Mott-funded training for them. Originally set for early December, but they’re
having scheduling problems and we hope it will happen now in March 07.

Plans for 2007
Staff Training:
Take training materials we have on the website, and with some additions, organize them into a
Core Training Curriculum – with documents and other materials for trainers and trainees, and
training schedules and agendas – for Field Organizers, for Lead Organizers, and for Head

Work with Helene and RDs on more regional trainings, and improved management training for
local HOs and for HOs with multiple office responsibilitie.

Involve the training department more in planning and executing training academies.

Complete and make available new office support package, and work with RDs to implement new
office orientation training.

Work with Communications to incorporate a broader array of media into our training materials
and sessions, particularly the Core Training Curriculum mentioned above.

Continue new HO trainings, and offer more Lead Organizer trainings.

Membership Training:
Work again with staff and leadership on summer Leadership School.

Work with this same group to conduct an advanced leadership training—likely time is late
winter/early spring.

Create Core Training Curriculum for new member orientations and for Board members.

Other Groups:
Beyond the current apprentice work for SEIU, we’ll keep looking for more administrative and
training opportunities with labor and other allies. We could use a marketing plan for this work
and for general organizer training, both here and abroad.

We’re discussing doing another Education Organizing Institute with PICO, probably late in
spring if it happens.

Numerical Goals for 2007:
12 staff training sessions conducted by or participated in by Training Department

250K in external training/administrative business beyond current SEIU contract

                      ACORN Living Wage Resource Center -- Jen Kern

ACORN’s Living Wage Resource Center is now in its tenth year - providing assistance to
ACORN and non-ACORN living wage, minimum wage and other labor standards campaigns.
With only one full time staff person, LWRC draws heavily on ACORN organizing field staff as
well as the Campaign Director, Research Director, National Legislative and Communications
Teams to do its work.

I. State of the Living Wage Movement

This year marked a shameful milestone in our nation’s labor history: the longest period since its
enactment in 1938 that the minimum wage has gone without being raised (actual date: Dec. 2).
ACORN and our allies turned this pathetic fact into an incredible opportunity for organizing –
and had unquestionable the best year of wage organizing in the field.

   ACORN’s 2006 wage campaigns delivered a raise to over 5 million workers!

This year, the focus of the living wage movement – defined over the last decade largely by local
living wage campaigns – shifted dramatically (and victoriously) to the state level – where
statewide minimum wage campaigns and victories far outstripped local living wage campaigns
as the focus on the movement. As a result, some stats:

• The number of new “traditional” local living wage laws this year severely dropped off – with
only 8 new local laws hitting the books.

• This was an unprecedented year in terms of state minimum wage increases – with a whopping
17 states enacting increases (11 legislative, 6 by ballot) bringing the total to 28 states with higher
than federal minimum wages. The number of state minimum wage increases since our FL
victory in 2004? 26!

II. ACORN Wage Campaigns

I. Local Wins

In a year dominated by state wage campaigns, ACORN managed a handful of notable local
victories. Where our wage work was local this year, it had a “cutting edge”.

   # Albuquerque Citywide Minimum Wage: Albuquerque became only the 4th city in the
     nation to win an across-the board minimum wage law this April, after a long-fought
     battle (including a narrow ballot loss last October). The law, enacted by city council, will
     push the city’s minimum wage to $6.75 on January 1, 2007, $7.15 in 2008, $7.50 in
     2009. 43,000 workers will benefit.

   # Chicago Big Box Living Wage: Always ahead of the curve, Illinois ACORN parlayed
     its LW expertise, allies and power into the first ever “big box living wage” victory this
     summer in a fight against Wal-Mart’s incursion into our neighborhoods that captured
     national attention for weeks. Though eventually overturned by a Mayor Daley veto, the
     campaign put ACORN on the map at the forefront of a cutting edge approach both to
     beating Wal-Mart and to expanding the living wage concept into targeted low wage
     sectors (retail). Under the terms of the proposed ordinance (which we will continue to
     push for while exacting political payback from turncoats and opponents), large retail
     stores locating in Chicago would have to pay at least $10/hr. plus $3 per hour worth of

   # Pine Bluff Living Wage: On Nov. 7th the voters of Pine Bluff overwhelming enacted a
     living wage law at the ballot with 75% of the vote. The win comes after years of
     campaigning on this issue in Pine Bluff at the city council and a narrow ballot loss two
     years ago. The ordinance requires that city service contractors and recipients of city
     grants and loans pay their employees at least $9.30 with benefits or $10.55 if they don’t
     provide benefits. This victory claims the mantle as the first local living wage victory in
     the “real” South.

II. State Wins

   # Legislative victories – Though less sexy than our ballot work, ACORN had a huge year
     on the legislative minimum wage front this year as well, working with our allies to pass a
     stunning 8 state minimum wage increases. Here’s what we racked up:

MD - Jan = $6.15
MI - March = $6.75, $7.15 in July 2007, $7.40 in July 2008: (500,000 will get raise)
AR - April = $6.25 (127,000 will get raise)
PA – July = $6.25 as of Jan. 2007, will rise to $7.15 July 2007: (754,000 will get raise)
NC – July = $6.15: (300,000 will get raise)
MA – July = $6.75, $7.50 in Jan. 2007 and $8.00 by Jan. 2008: (315,000 will get raise)
CA- August = $6.75, then $7.50 Jan. 2007 and $8.00 Jan. 2008 (1.4 million)
IL – December = $7.50 in 2007, phased to $8.25 by 2010

   #   Ballot Initiatives     -       Summary: WE WON!

This topic is already well covered, so I will just list the highlights below here. The work of
LWRC in these campaigns included coordinating some of the legal/drafting work with the
Brennan Center, coordinating the research pieces with our think tank friends, working with PR
people on messages and helping prepare ACORN leaders to talk to the press.

Here’s what we racked up:

   # Missouri: 76%
     Wage: $6.50 plus indexing
     Workers: 256,000

   # Arizona: 66%
     Wage: $6.75 plus indexing
     Workers: 345,000

   # Ohio: 56%
     Wage: $6.85 plus indexing
     Workers: 720,000

   # Colorado: 53%
     Wage: $6.85 plus indexing

III. Federal Minimum Wage

Though the Republicans had no intention of raising the minimum wage this year, they could hardly
ignore the issue as the midterm election neared and polls in the states continued to show broad popular
support. This led to some minimum wage shenanigans that had us scrambling – and leading a quickly-
assembled national coalition to stop the R’s from hijacking the issue – and our state ballot campaigns –
for their political gain. In August, the Republicans tried to attach a $7.25 minimum wage increase (with
poison pills for tipped employees) to their much-sought-after Estate Tax Repeal. ACORN members and
national legislative staff lobbied and rallied both at home and DC and organized a national sign-on letter
to oppose such a move, which was eventually defeated. Whew.

IV. Other Resource Center Business

Our two primary external relationships this year were with the Brennan Center for Justice and the
Economic Policy Institute who helped in an ongoing capacity and in countless ways to provide support
to our MW ballot campaigns and advance the campaigns with the outside world and press (we also
raised a bit if joint money with them, though not as much as we hoped).

Late in the year, we pursued an exciting and effective short-term partnership with the AFL-CIO,
designed to raise brand the national MW ballot push as an ACORN/AFL-driven campaign. The work
boiled down to hiring long time labor PR consultant Ray Abernathy, sharing staff for a month,
producing the “7 Days@ Minimum Wage” blog (see below), and getting out a thrice-weekly media
release with updates on the state ballot fights (dubbed “The Daily Dose”) to a large list national labor
and political reporters and progressive columnists.

Other important partnerships this year included the Fairness Initiative on Low Wage Work (a Ford-
funded national media strategies working group that focuses on minimum wage and paid sick leave and
has committed). We also remained close to the Center for American Progress, which helped highlight
our ballot strategy in an early DC forum and paid for an economic impact study for our AZ campaign.
Other partners in the MW ballot fights included Let Justice Roll, Ballot Initiatives Strategy Center.

ACORN’s wage campaigns got a good amount of press coverage this year – though it’s hard to say we
got “our share”, as we continued to suffer the slings and arrows of outrageous egoism by our coalition
partners (in the state ballot fights especially) who seemed bent sometimes on shutting us out. We mostly
prevailed – being named in a handful of important post-election articles about the impact of the MW
initiatives on the election.

Media highlights this year included our foray into the “blogosphere” with our joint AFL-CIO project “7
Days @ Minimum Wage” (hosted by Roseanne Barr, the 7 day “blog event” featured video interviews
with 7 minimum wage workers, 5 of them generated by ACORN), a NYT piece on the Chicago Big Box
Living Wage victory, complete with online pictures of ACORN members at the historic city council
meeting, and a January New York Times Magazine cover story detailing the history of the living wage
movement and setting up the then-upcoming state ballot fights and the moral-political economic justice
fight of the mid-term election.

We raised $280,000 in the name of the Living Wage Resource Center this year. Next year the challenge
will be positioning LWRC to get funded for providing the same T.A. to a broadening movement of
wage/labor standards/income support campaigns, including campaigns around paid sick days,
community benefits agreements, big box living wage and EITC.

V. The Road Ahead

Federal Minimum Wage – Soon after the new Congress gets to work in January, both the House and the
Senate are expected to move bills to increase the minimum wage to $7.25 an hours in three steps by
2009. While almost everyone believes this will pass (and Bush has indicated he will sign an increase),
the fight will be over getting a clean bill – without poison pill amendments such as small business tax
breaks or “protection” of small business from health insurance costs (read: higher premiums and
insurance cut offs for our members). ACORN will take a leadership role in both raising the profile of
the issue with our friends in Congress in select Congressional Districts in Dec and Jan – AND targeting
some moderate Republicans and weak Dems who are more likely to go along with the poison pills.

Soon after we get the $7.25, Sen. Kennedy will introduce a more ambitious bill to restore the value of
the minimum wage to its historic levels (more like $9.00/hr.) AND index it to inflation. We’ll likely
have to fight for this bill for many years, and it is not likely to be a very big priority in year one, 2007.

Defending What We’ve Won – There’s some indication already (Ohio) that we will spend some time
defending the minimum wage increases we have won from legislative attack.

Paid Sick Days – ACORN intends to make the fight for paid sick day a big one in 2007. To supplement
our city and state campaigns on this issue, we will push for the Healthy Families Act (introduced by Sen.
Kennedy and Rep. DeLauro), which would require employers to provide 7 paid sick days a year.

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ACORN National Development
YEYB Report 2006
Assistant Director of Development: Camellia Phillips
Development Staff/Grantwriters: Tom Santilli, Piper Stannard, Molly McCloy (1st half of year), Andrea

    $ Summary: In 2006, the national operations development department has played an important
      role in raising funds for ACORN’s work. National development staff have been involved in
      helping raise several million dollars from individuals, foundations, and federal programs. We
      provided ongoing support on proposal writing and reporting for a significant amount of the $8.6
      million raised by national operations overall in 2006. Highlights follow.

    $ Annual Report: We completed the 2005 ACORN annual report email and print versions, and
      are now hard at work on the 2006 ACORN annual report.

    $ Fundraising: We have written a number of national grants for various projects, including Ford,
      Mott, OSI, Carnegie, Arca, Tides, Veatch, and others. We also continued to assist with proposals
      and grant reporting to funders for ACORN’s work in response to Hurricane Katrina.

    $ Federal Funding: In 2006, we helped win grant awards for $912,378 in federal funding from
      HUD. Overall, we helped write and submit 13 federal grants to HUD for FY2006, four of which
      are still outstanding. With Valerie Coffin, Fair Housing Director, we helped raise $450,000 in
      FY2006 FHIP funding for fair housing education and outreach. This year New Orleans also
      received an additional $100,000 in new funding from reallocated FY2005 FHIP funding. In
      Dallas, the ACORN Institute received a ROSS grant for $362,378 over three years from
      reallocated FY2005 funds to provide services and training to public housing residents in that
      city. We have also continued to provide support on reporting and other requirements for
      approximately $4 million in LEAP grant funds (FY2004 and FY2005).

    $ Grant Reporting: We have prepared reports for a number of major national funders, including
      Marguerite Casey, Annie E. Casey, Ford, Mott, Veatch, OSI, and others.

    $ Funder Contact Materials: Building on the success of the annual report, national development
      has also been working on increasing our funder contact and cultivation materials program. Most
      recently, we successfully wrote and printed a report on ACORN’s state minimum wage
      campaigns for a series of events following the election. We have also taken important steps on
      maintaining and updating mailing lists of funders and donors for materials distribution. We
      intend to continue expanding our funder contact and materials program with upcoming reports
      on ACORN’s political program as well as other campaign areas.

    $ Database: In 2006, working with Project Vote, we also got a fundraising database up and
      running with the goal of tracking national grants, national grant reporting, and major donor
      contacts. While we continue to refine the database, we have made a successful transition to
      managing our grant reporting and deadlines directly through the new database.


                                           Local 880
                              Service Employees International Union
                                   Year End/Year Begin Report
                                       December 15, 2006


Chicago and Northern Illinois
Keith Kelleher, Head Organizer
Myra Glassman, Chief of Staff
Maggie Laslo, Campaign Director
Matthew Luskin, Organizing Director
Terri Harkin, Internal Organizing Director
Rochelle Prather, Political Director
Jeremy Schroeder, Legislative Director
Margot Riphagen, Contracts Administrator (effective 12.1.06)

Brynn Seibert, Communications Director, Chicago
Emily Sharp, Communications, Chicago

Elaine Torres-Janus, Controller, Chicago
Tamora Britton, Financial Director, Chicago

Michelle Cross, Administrative Assistant, Chicago
Marsha Henley, Office Director, Chicago
Latonya Harris, Support Staff Lead Supervisor
Milagros Quiroga, Clerical Support Staff, Chicago
Glenda Devito, Clerical Support Staff, Chicago
April Montgomery, Clerical Support Staff, Chicago
Annette Paschal, Clerical Support Staff, Chicago
Leticia Estrada, Clerical Support Staff, Chicago

Anthony Guest, Northern Illinois Regional Director, Chicago
Alisa Tennessen, Field Organizer (FO), Childcare, Chicago
Ruth Golden, Field Organizer (FO), Homecare, Chicago
James Morrow, Field Organizer(FO), Homecare, Chicago

Pauline Richard, Member Center Director, Chicago
Angelique Irving, Call Center, Chicago
Ponchita Thomas, Call Center, Chicago

Ruth Hemingway, Grievance Center Organizer
Jackie Rodriguez, Grievance Center Organizer

Angela Bailey, Lead Organizer, Rockford
Linda Lane, Field Organizer, Rockford
Phil Beamus, Field Organizer, Rockford

Paul Gordon, South Suburban Lead Organizer, Harvey

Sandy Craig, Lead Organizer, New Organizing, Chicago
Beth Malinowski, Field Organizer, New Organizing, Chicago
Craig Davidson, Field Organizer, New Organizing, Chicago
Reggie Oliphant, Field Organizer, New Organizing, Chicago

Central and Southern Illinois
Wendy Voegele, Regional Director, Central and Southern Illinois
Yvette Susan Cagle, Lead Organizer, Peoria
Tina Randle, Field Organizer, Peoria

Ben Tracey, Lead Organizer, Springfield
Eugene Collins, Field Organizer, Springfield
Kelly Matthews, Field Organizer, Springfield

Gina Jones, Field Organizer, Metro East St. Louis
Alicia Johnson, Field Organizer, ESL

Gretchen Lamke, Lead Organizer, Mt. Vernon
Jerry Beckham, Field Organizer, Mt. Vernon


Crystal Garrott, Field Organizer, New Organizing, Indiana

International Staff

Meighan Davis, Lead Organizer, Indiana
Erica Bland, Lead Organizer, Chicago
Sonnie Berringer, FO, Outstate

Overall 2006 Highlights

1)     VICTORY IS MINE! Signing the 40,000 Worker Home Childcare Contract! –
After months of furious bargaining in late 2005, we finally signed the home childcare contract in March
of 2006 bringing an average 36% rate increase over three years, a health insurance fund, and tiered
reimbursement, or increased pay for increased education, to over 40,000 childcare providers in Illinois.
The contract was approved overwhelmingly in a mailed ballot election and passed by a vote of 6738
YES, 27 NO, and 13 VOID – that’s a 99.6% YES VOTE.

This increase will cost the state over $250 million over the next three years, and is the largest single
increase in funding to the program in history. And we signed this in style on March 9th: marching into
the state of Illinois Building locked arm-in-arm singing “Victory is Mine,” led by SEIU President Andy
Stern and Local 880 childcare leaders Angenita Tanner, Martina Casey, Alma McIntosh, Maria
Velasquez, and scores of others from across the state. All the while, we were being filmed by “60
Minutes” and were broadcast on the show in May of 2006 – another first! And we had a great blowout
of a party afterwards when hundreds of homecare and childcare leaders from across the state celebrated
the victory with a party across the street from the state of Illinois Building where we were joined by
Governor Blagojevich, State Senate President Emil Jones, and President Stern!

Best of all, this victory in Illinois was followed up by other organizing and contract victories in Oregon,
Washington, and New York, with another ten states with hundreds of thousands of childcare providers
in the organizing process!

Much praise goes to former Childcare Organizing Director (now Communications Director) Brynn
Seibert, RD’s Anthony Guest and Wendy Voegele, Leads Angela Bailey, Margot Riphagen, Rochelle
Prather (now political director) – who made the bargaining training and turnout happen - and last but
certainly not least, Maggie Laslo, our Campaign Director.

2) Membership Growth 2006 - Membership Increase Record in 2006! Local 880 becomes 5th Largest
SEIU Local - What follows is the average monthly membership for 880 in 2006:

  Month                   Membership (with Childcare*)

   December (’05)                  31203
   January                        31199
   February                       31129
   March                           31010
   April                            31131
   May                              31482
   June                            31364
   July                            30924
   August                          69708
   September                      68074
   October                        67613
   November                       67194
   December (’06)

*NOTE - Denotes that we started paying $1 Organizing Committee per cap on average of @650-700
Home Childcare members for December – August; many of these were signed up over the past several
years, but were just counted here because we started paying $1 per cap on them in 03. After August, ’06,
we paid full per cap tax on all (bundled).

Avg. Membership ’06 -         43503/mo
Avg. Membership ’05 -         30642/mo

Avg. Membership ‘04 -       27327/mo
Avg. Membership ‘03 -       14231/mo/14519 with HCC mems.
Avg. Membership ‘02 -       12845/mo
Avg. Membership ‘01 -       10832/mo.
Avg. Membership ‘00 -        9815/mo.
Avg. Membership ‘99 -        9238/mo.
Avg. Membership ‘98 -       10307/mo.
Avg. Membership ‘97 -       11947/mo.

We increased our membership by 12861 on average in 2006 – that’s about 387% of the average net
increase in 2005 (3315) - Almost all of the increase can be attributed to the increased membership
brought in our DHS childcare unit and by new private sector growth.
We also increased our membership from 31203 in 11/05 to 67194 in 11/06 - an increase of 35991
members - which is about a 215% increase from the previous year. Again, we did this mostly by
increasing our membership and fair share at DHS childcare and victories in the private homecare sector.
This is the single best year in our history in terms of gross numerical growth (35991) as well as
Still, our biggest dues-paying unit prior to the childcare victory, DHS/ORS, showed only a slight
increase from 23274 in 12/05 to 23638 in 12/06 - a net increase of 364 (but only 11080 of the 23638 or
47% were members – a big drop from 49.5% last year!). Prior to 2004, this unit had been growing by 1-
2000 workers per year. But we still grew this year, which is an improvement over 2005.This unit was
dwarfed in size by our newly organized childcare unit but brings in way more dues per member because
of the large numbers of extremely low-wage childcare members.
There is also trouble on the horizon in this DHS childcare unit because in just four months, we dropped
from 38503 total (with 2642 members or 6.9%) in August, to 36066 total (with 3700 members or 10.2%)
in November, for a net loss of 2437 total dues/fee payers. Most of this can be attributed to new program
rules designed to eliminate fraud but we are looking into it to stop this freefall in this unit. But even
with this, there was good news in these numbers because our membership increased by over 1000 and
the percentage increased to over 10% - still not great but a significant increase in just four months!

Because of this growth, we jumped from the 13th largest local in the International Union to 5th largest
local – we’re in the top five now!

3) Signing National Addus Collective Bargaining Agreement – For the first time in history, Local 880
led the way with bargaining and winning a national SEIU – Addus Collective Bargaining Agreement – it
took twenty years, but we finally did it! This agreement brings all of Addus’ six or seven contracts with
SEIU in various states under one nationwide collective bargaining agreement covering approximately
5000 of their 10-12000 homecare workers nationally. In addition, this agreement lays out an accelerated
organizing agreement that will eventually lead to organizing an additional 5000 workers as well as
potentially thousands more workers in newly opened offices in new states. For 880 in Illinois, this led to
a statewide master contract and accelerated organizing rights in eleven new offices with the potential
for1200-1500 new members! We finished negotiations and ratifications in late ’05 and signed the
contract in January, ’06 with SEIU President, Andy Stern, in for the signing. Almost half of the new
members organized by 880 in 2006 came off of this agreement!

4) New Organizing - Private Sector NLRB Election Results- Significant neutrality agreements that were
won by Local 880 in 2003-2004 and expanded and strengthened in ’05 have allowed us to make great
strides in the private sector this year:
COMPANY            LOCATION              UNIT     VOTE             DATE

Addus            Niles                 474           296/57%     1.26.06
                                                    (Card Check)
Help at Home     Ottawa                 64(NLRB)     26y-6n       1.9.06
Help at Home     Danville                46(NLRB)     32y-7n       3.27.06
Help at Home     Skokie                443(NLRB)     133y-10n-16V 6.20.06
Help at Home     Pekin, Pitts,VG         84(NLRB)      28y-22n-2V 7.6.06

TOTAL                                 1111

Congratulations on bringing home these units goes to SEIU Local 880 Organizing Director Matt Luskin
plus our International Organizers. Our new organizing team led by 880 lead Sandy Craig, SEIU Lead
Erica Bland; FO’s Crystal Garrot, Reggie Oliphant, Shane Gallaher, Ruth Golden; and outstate
Regional Director Wendy Voegele, and FO (now lead) Ben Tracey; as well as International FO Sonnie

5) National Home Child Care Organizing - From the first pioneering home child care organizing we did
in the mid-90's, to the work of California and later ACORN’s, to the national campaign started off with
the seminal memo written by yours truly in March, 2002, we have been at the forefront of the home
child care organizing. Because we were key in the early organizing and moving this national campaign
by both ACORN and SEIU, we were well-positioned to win. Our early support of Governor
Blagojevich and his commitment to support an Executive Order allowing homecare and home child care
workers to organize put us far ahead of the other states.

It is no accident that once Illinois’ Governor signed the Executive Order and helped pass the enabling
legislation granting home child care providers organizing rights, that states like Washington, Oregon,
Iowa, New York and others did the same thing. 880 has been and will be key in consulting and
assisting other states in their organizing drives to bring in these hundreds of thousands of members.
Although we have had some stumbles in ’06, we go forward knowing that each state is different, but
knowing that if we can capitalize on our success, we could help organize a whole industry!

6) Raising the State Minimum Wage to $7.50 per hour effective July 1, 2007! Up to $8.25 by 2010
Before we started our living wage campaigns, Illinois’ Minimum Wage had NEVER been higher than
the federal minimum wage – but we were able to raise it to $5.50 in January, 2004 and then to $6.50 in
January, 2005. This year, thanks to a flawless campaign led by Illinois ACORN, Local 880, and the
SEIU Illinois Council and our allies, on July 1st, 2007 the Illinois minimum wage will rise to $7.50 per
hour and then rise in three other steps to $8.25 by 2010. This is a $1.75 increase over the present state
minimum wage of $6.50 and $3.10 over the present federal minimum wage of $5.15. This increase will
do more than raise over 600,000 Illinoisans over the current minimum wage. It will also force the state
to raise reimbursement rates for thousands of homecare and other workers and trigger increases in all of
our contracts. If not for the work of our sister organization, ACORN, this would never have happened.
Although we wanted to get a yearly COLA, we did get four increases that are almost equal to the
COLA. Although we could not win it this time, we hope to in 2010 when the Dems will use this once
again as a key platform. This increase could help us immeasurably in securing future wage and benefit
increases for our over 10,000 private sector and 30,000 public and private sector homecare workers

7) Second Biggest Private Sector Homemaker Rate Increase in the History of the state homecare
program_- $1.00 PER HOUR effective 6/1/06! - Because of ACORN’s first minimum wage campaign
and an excellent campaign headed by SEIU Local 880’s former political director, Alicia Weber, we
were able to parlay a bill that called for a $1.16 per hour rate increase (of which at least 73% has to go to
the worker wage and benefit package) over one year into a commitment of a $2.56 per hour rate increase
over 18 months:
1/1/05 - $1.56 rate increase;
6/1/06 - $ 1.00 rate increase;

for a total of $2.56 per hour of which at least 73% has to go to the worker.
We won the $1.56 as promised on 1/1/05 and then negotiated with the union homecare agencies for
wage increases of .50 cents to over $1 per hour as well as other benefit improvements on mileage, cost
of travel and other key benefits.
Although it was touch and go for awhile there, we finally did win the second $1.00 per hour effective
June 1, 2006, and are securing good settlements with many of our union agencies: Addus has settled,
Bethel has settled, as has Shawnee, and several agencies – at Addus alone, members will get over
$1million in back pay! Still out there are Help at Home, Community care, and a few other companies.
Excellent work by Local 880’s new Internal Organizing Director, Terri Harkin, as well as RD’s Anthony
Guest and all of the leads and field staff who have been turning out Bargaining committee members
across the state.

8) Winning IDOA Rate Change from 73/27 to the worker to 77/23 to the workers! – Ever since 1986,
the rate split for homecare workers who work for private agencies under contract to
the Illinois Department on Aging (IDOA) was 73% to the worker for wages and benefits, and 27% to the
company for overhead. But because of 880’s campaign to win bargaining rights at more agencies, we
won a rate change from 73% to the workers to 77% to the workers! We would have wanted to win more
bargaining rights, but since the companies would not agree, we were forced to “pull the trigger” and the
state raised the % to the workers. This was an important move because the agencies did not believe we
could do it. But once again, we did, and proved that the workers should get a bigger part of the pie –
maybe next time, they’ll come to their senses and stop fighting us and agree to work with us.
9) BIG BOX LIVING WAGE CAMPAIGN! - Surely our most exciting campaign this year. It should
probably be in the top five, but we had so many other victories, it only made it to nine - but it’s ranking
does not belie it’s importance! Illinois ACORN’s staff really made this campaign happen in a big way
with excellent actions, press, and coalition building all through the winter and spring. Because of
ACORN’s aggressive canvassing in the wards of targetted aldermen and a multi-level campaign
bringing together labor, community, and clergy, we were able to join our forces – 880 and ACORN
together - and move big turnout when we needed it. Because of this, we won the first vote in August
and made national and international headlines when we passed a veto-proof majority. But the mayor
came back and vetoed in September, and was able to turn the three votes he needed to stop our override
and sustain his veto. Although we lost the first round, the aldermanic elections in February and April
will give us a chance to get even with some of the flip-floppers and others who voted against us. We
may have lost in council, but we won the people, with polls after the veto still holding strong - 74% in
favor – even after a multimillion dollar media blitz by Wal Mart and Big Boxers. The Peoples’ Tide
Will Rise and Win and Woe to Those Who Cannot Swim!
10) EXPANSION - Jurisdiction Opportunities KANSAS AND INDIANA – , Local 880’s jurisdiction is
limited to organizing homecare, childcare, and low-wage workers in Illinois. Now, the International
has increased our jurisdiction in Illinois homecare and childcare, Indiana homecare, and most
interestingly, Kansas homecare. We started Indiana homecare with a bang and signed up over 100 full
members and over 500 provisional members with a blitz in Indianapolis mid-year – we now think we
can move these members to Addus and Help at Home, two regional homecare companies we have
contracts with in Illinois and organize their approximately 500 members, plus hundreds and eventually
thousands more.
Our political work there, also helped the Dems pick up three new CD’s and take back the House!
Our earlier forays and alliances in Kansas, however, turned south on us mid-year right after we put an
organizer there. But now in an amazing post-election turnabout, it looks like we may be able to get a
list and checkoff from the state of Kansas.
While it’s too early to tell, these opportunities, over time, could bring thousands more members into 880
and allow us to be an anchor local, not just in Illinois, but in the Midwest, Great Lakes and Great Plains.
We’ll keep you posted.
Indiana All-Stars include Sandy Craig, Meighan Davis, Reggie Oliphant (who moved there for three
months), and Crystal Garrott (who has moved there full-time!). Also working on the Indiana organizing
and political campaigns were Beth Malinowski, Alisa Tennessen, and Ruth Golden.
11)Helen Miller=s Election to the SEIU International Executive Board - SEIU Local 880 president,
Helen Miller, was elected to the SEIU International Executive Board(IEB) at the SEIU convention in
June, 2004 in San Francisco. Since then, Helen has ably represented L880 on the IEB and grown
tremendously as a leader representing Local 880.
I was appointed to the Long Term Care Division Steering Committee, have served on the “Community
Strength” Committee of the Board throughout 2006, and was recently added to the Organizing and
Growth Committee and serve on a subcommittee.

12) COPE (Committee on Political Education) Goals – We were plagued with reporting and
transmission problems all year with COPE – because of CCI transfer problems, we also lost the ability
to claim about $30,000 in COPE funds that went beyond the 30 day turnover period and may have to
pay a penalty for it. We increased slightly this year but not as well as last. Considering all the
organizing activity, though, we were able to improve. L880 Political Director Rochelle Prather took
over mid-year and was able to increase COPE signups, but still not where we need to be.
We moved from @3000 COPE-payers paying @$8000 per month average in >04, to almost 3200
paying over $11,000 in ‘05. To about 3400 in ’06 paying about $12000 per month.
We have moved a lot of people from the $2 per month range to the $5 per month range. We had some
months where we averaged the goal we needed to hit - 300-400 COPE checkoffs that would allow us to
move ahead enough to net new COPE income.
However, because of our great membership increases, our goal for >07 rises to an average of 30% of our
members paying an average of $3 per month - which means we would need to NET an additional 18,000
COPE signups by 2008. Although considering our great membership growth, we may get more time to
implement this, these signups will have to become an increasing part of our work in 2007, 2008 and

13) Lobby Days, Marches, and Events - - Did one major lobby day this year and lots of smaller events -
turnout is as follows:

   March 2nd 880 Lobby Day         388 mbrs/282 allies + @30 staff = 700
   March 9th Contract Signing      225 mbrs/guests + @30 staff = 255
   November 14th Min Wage Lobby Day 68 mbrs + @10 staff = 78
   November 28th Min Wage “      “   78 mbrs + @10 staff = 88

Although didn=t come close to the large Spring Lobby Day we had in ‘03 with over 560, we did have a
good March Lobby Day with 700 (418 SEIU 880 Members and staff) total attending (out of our goal of
1000) and got some good response and built our political capital in the capitol. This was the first major
lobby day we did with allied support and we had over 280 allies with us. We also beat our best Lobby
Day from ’05, surpassing it by about 30 members.
We averaged about 200 members per month at our membership meetings around the state, which is
about the same, but it is clear that now that we have over 67000 members, we are going to have to
improve on our membership turnout operation and keep 880’ s turnout reputation alive!

14). Integrated Campaigns with ACORN - While we didn=t turnout 10,000 to an Amnesty March in
>04 as we did in >00, or turnout 5000 with ACORN on the march on Springfield in 2002 we did have a
decent year of joint campaigns together. Among our joint campaigns:

 * BIG BOX LIVING WAGE – See #10 above – A great campaign. If you were anywhere in the world
last August and September, you heard about it and that’s ‘nuff said. Now, it’s to the ballot box, electing
some new aldermen and getting ready to change city council.
 * $10 Living Wage Rate Passed by Ordinance to Homecare Workers_ Again, thanks to the living wage
campaign in 2002, that we passed through City Council with ACORN - we won indexing the living
wage rate to the federal poverty level - so that each July 1st, the living wage increases in tandem with
the poverty level. Because of that victory, over 500 of our members who work under city contracts saw
their wages increase from $9.68 to $10 per hour this past July 1, 2006. Not bad for folks who had been
making only $5.30 per hour just four years before.
*$6.50 Minimum Wage takes effect January 1, 2005 - Once again, thanks to a mostly ACORN joint
campaign in 2003, the minimum wage in Illinois rose to $6.50 per hour effective January 1, 2005.
Continuing a string of living wage victories in 2004, and the threat of a looming minimum wage
increase itself was key in local 880's winning a $1.56 rate increase from the state of Illinois effective
January 1, 2005 and another $1 per hour increase June 1, 2006! Now we hope to use the same threat of
future minimum wage increases to move up our members’ pay in the private sector contracts over the
coming years as the Illinois minimum wage rises to $8.25 by 2010.
*Immigration Campaign – ACORN led the way with this campaign, turning out thousands to both the
March and May 1st Immigration Marches, and more importantly, being on the leadership and steering
committee to turn out hundreds of thousands more. Local 880 turned out, but much smaller groups of
our Latino and other members, as President Helen Miller shared the stage with luminaries as she spoke
out for black-brown unity around immigration at the 700,000 person May 1st March and Rally. She also
got good coverage on several tv stations in Chgo.

15) Statewide Leadership Training – this was better in quantity and quality than our last statewide
leadership training in ’05. We had 61 leaders at the training this year versus 58 in ’05 (although we
cheated a little in ’05 and had @30 leaders from childcare bargaining there), and 33 in ’03.        We had
leaders from all parts of the state involved. The training received very high marks from members and
the highlights were the passage of the minimum wage bill as we stacked the committee room in the
Senate, as well as the Political Reception we held on the first night of the training – @15 state reps and
senators came this year vs 28 last year, but we had given them awards last year. The pols, as usual,
loved us to death. Members really loved it, too, and it gave the pols a chance to see real people for a
change and be accountable to our statewide leadership. We plan to continue these but we need to
seriously improve our turnout to this and other leadership events – while the training was very good and
got high marks, we need to turn out more than just 2-3 per organizer.
16) Member Center Reorganization: from Member Center and Stewards= Nights to Call Center and
Member Grievance Center - With the advent of our new homecare contract with the state in 2003 that
doubled our membership, and our new private sector organizing; and with the added burden of
thousands more calls and hundreds more grievances every week, our old maintenance operation was
breaking down in ’03 and ’04. Into this void stepped SEIU Local 880 Field Director (now chief of
staff), Myra Glassman, who hired Local 880 member Ruth Hemingway in late 2003, and Jackie
Rodriguez early in 2004 to staff our new SEIU Local 880 “Member Center.” The original idea around
the member center was to replace the “stewards nights” with a member center where stewards and
members could come and assist with fielding phone calls, filing grievances at the first step, farming
them out to organizers, and then turning out members and stewards to do turnout phone calls, take the
grievances to the next step, and get active on internal and external organizing drives and campaigns. We
have failed miserably in getting stewards trained and into the member center like we used to, and using
the center as a steward and member involvement tool. With the signing of the new childcare contract in
2006 and the doubling of our membership once again to almost 70,000 members, the member call center
was in danger of being swamped – in fact, it was swamped! In one three day period, we had over 1500
calls that we know of and many others that overloaded the system.
But into this void this time stepped former 880 Member Coordinator/Organizer Paula Richard with a
new title – Member Center Director – and new assignment – fix it! And that she did by separating the
member center into a Call Center to handle calls and a separate Member Grievance Center to handle
grievances. She hired and trained new call center staff who handled the thousands of new incoming
calls in a more timely, professional, and courteous manner. The Call Center alone now has three staff
(one bilingual Spanish and we are hoping to recruit a Russian speaker) answering phones. Calls have
almost tripled from 300-400 per month to an average of @800-1200/month.
In addition, the new member grievance center handled any calls that were real grievances (as opposed to
requests for contracts, contract info, member packets, etc) and assisted members with filing those
grievances . Our weak point is getting the stewards in to take the grievances from the initial step to a
win. Most of the grievances are won at the first step, so that is not as much of a problem now but may be
in the future.
We are also experimenting with outgoing calls for member events – these show some promise and have
helped increase attendance at some events.
Now our challenge will be to upgrade our technology and staff to make this call center work even better
as we go forward with this very promising technology. We also have a staff team reviewing some of the
other SEIU Call Centers to make recommendations on how to make our’s perform even better.

17) WOW – These trainings totally fell apart in 2006. We had several good WOW (Workers=
Organizing Workers) trainings in ‘05 but none this year. Have to get back on a regular schedule here in
’07, set the trainings and make this work or we’re in danger of becoming a totally staff-run operation.
18) Hiring Hall - Maintained this year by Member Center Director Paula Richard, but we have not been
able to expand the way we would like. We would like to make it work with our new Member Education
and Training Center and train and assign our folks in homecare and childcare careers (see below).
19) Member Training and Education Center – We have talked about this for years and have now hired a
director, Angela Mojekwu, courtesy of the ACORN Grow Your Own Teacher program. We see this not
only as a training arm for our members where we could recruit and train our members for childcare and
homecare jobs as well as Aupskill@ folks for higher paying jobs in the childcare and health care
industry, but we also see it as a way to identify and train future union leaders and staff. Angela has
taken the bull by the horns and has already scheduled the first training center classes to start this January
with GED, Computer literacy and CPR classes that our homecare and childcare members identified in a
recent survey.
We are also in discussions with several employers to begin an industry-funded worker training and
education trust fund for homecare and possibly childcare members. Further, the State of Illinois
workforce training folks are also interested in funding the training center. The center will be run out of a
newly renovated suite of offices on the 3rd floor of 209 West Jackson and we eagerly look forward to
getting bigger and better.
20) Health Benefit - This agreement with Mt. Sinai hospitals has brought over 1000 ACORN and 880
family members onto a very good out-patient health benefit for our members. Mt Sinai cutbacks late in
‘04, however, led to the loss of the membership card and benefit book in ’05 and weakening of the
benefit, but it is still a good plan that some members use until we can win the health insurance.
21) Childcare Health Fund - Contained within our most recent contract covering the 40,000 childcare
providers, there is a provision guaranteeing $27 million paid out over 18 months (beginning in July,
2007) to local 880 to set up a health benefit for the childcare providers. We had wanted $150 million
over three years, but “only” won $27 million. We believe that we can cover thousands of providers,
depending on the plan and schedule of benefits. Preliminary numbers show that about 8000 providers
would qualify and about 4000 would use this comprehensive benefit we are putting together now.
Toward that end, we are in the negotiating process with United Healthcare, the largest insurer in the
world to fashion a plan like this for our members. It is scary and hopeful at the same time, that we could
fashion a health benefit for thousands and bring much-needed health care to a population that has been
denied health care for so long.
22) ACORN Convention – Hit our goal for the convention and members and staff all had a good time in
Columbus and enjoyed being part of the Living Wage march to the state capitol, and especially being a
part of passing the initiative.
23) Minimum Dues Increases/Structural Relief - Approved by the membership in >03 and last increase
was in September, >05. We had our hearing before SEIU=s Resource and Structural Relief Committee
in ’06 and were approved for significant reductions in our Unity Fund and other obligations. We hope
to receive similar breaks in ’07 and in the near future for our low-wage homecare and childcare
members. If we do not, we may have to raise the minimum even more in the future and possibly raise
the percentage dues many members pay. The Board approved an equivalent dues rate for childcare
providers once the contract was approved in ’06 and it went into effect May 1st, 2006. Despite the usual
screwups by the state, it went somewhat smoothly.
Our challenge in the future is to continue getting structural relief with this very low-wage
workforce. If not for the dues rebates/structural relief we get, we would be unable to keep the
lights on. Even with these rebates, almost .45 cents of every dollar we get goes to various per
capita taxing bodies: the state AFL, CFL, SEIU International, SEIU state council, etc. That is
unsustainable in the long term.
24) New Controller – Bringing Finances In-House – We are pleased to announce that we have a new
Controller, Elaine Torres-Janus, who has over 25 years in accounting and related work in the business
world and who started in October, 2006. She has most ably shepherded
our finances to the point where we can now bring in-house most of the functions we contracted for with
CCI. Elaine is busily assembling a team and we plan to start cutting our own payroll (through ADP),
allocations, and reporting functions effective 1.1.07. Welcome aboard to Elaine!
25) Institute for Change – The Institute for Change (IFC) is a full-time department within SEIU
with over 50 faculty and a curriculum dedicated to training locals to deal with the changing nature
of our work in many different fields. Specifically, the IFC is now in a process involving the twelve

top locals in SEIU and helping us to come to agreement on a Ten Year Vision for each local. This
is a two year training period consisting of regular national and regional retreats of the
top eight to ten staff in each local where we put together a Ten Year Vision within a staff, membership,
and leadership process to prepare locals on how to deal with future challenges in internal and external
organizing, politics, technology, etc. within our Ten Year Vision. Once we have fine-tuned our vision,
then we do a “retrapolation” exercise to see how we can implement this vision as we move ahead. There
is a system of mentoring and coaching that is quite good and has been helpful for our leaders and staff to
come to agreement around this common Ten Year Vision. So far, so good and we’ll let you know how
it comes out!

26) 2006 Budget – The budget in past ye/yb reports has almost always been a “weakness” at 880 – either
because of the hand-to-mouth nature of the organizing we were doing or the absence of a steady dues
income or the large deficits we had year-to-year. Although that changed and improved somewhat once
we started winning the big units – homecare and childcare – we will always have some instability due to
the nature of our very low wage membership and dues income. But the signing of the homecare
agreement in 2004 and the childcare agreement in 2006, has now made us much more self-sufficient
than ever before in the history of the local.
We are now in the process of reviewing the budget numbers for 2006 and projected numbers for 2007
and beyond and hope to be in a period of relative self-sufficiency that can fund all the new homecare
and childcare organizing in Illinois, Indiana, and Kansas, as well as fund the other new initiatives
mentioned in this report now, and well into the future. Because of this, the Budget for 2006 is definitely
a highlight!

Overall 2006 Weaknesses

1)Turnout – In 2005, we turned out over 4000 members to some type of event, of those about 1560 were
“distinct individuals” meaning that many of our regulars turned out several times to get us over 4000
total turning out to something. Preliminary 2006 numbers from Terri and Tonya are not encouraging:
the total turnout for 2006 is only 1630 with only 829 unique individuals; monthly meeting turnout is
only 677 with 447 unique individuals; SAB turnout is only 677, with only 447 unique individuals; and
WOW turnout is 99, with just 28 unique individuals. The final numbers are not in, yet, but we hope to
have done at least as well in 2006.

 2)Dues Charts on the Conference - Still on paper but hope to get it on the conferences at some point.
3) Servicing/Member Engagement- Although the reorganization of the Member Center into a Call
Center and Member Grievance Center has done a lot to improve our intake on grievances and other
service-related calls, there=s still a lot for us to do here. We are still trying to wrap our heads around
how we can keep up the servicing and maintenance, while moving an aggressive organizing, political,
legislative, and community program and meeting our responsibilities under the International Union=s
political program. Whatever, when compared to other unions, our servicing is very good and while
there are negative complaints sometimes, we constantly hear positive anecdotes about 880 members and
victories we have won. Polling done by the International Union and Long Term Care Division confirms
that members’ are satisfied that they are getting their money’s worth on dues and other indicators, but
focus groups also show that it’s not all “sweetness and light” out there. We hope with some of the new
initiatives we find out about through the IFC process and the Long Term Care Division’s IP Local
Workgroup, we will be able to improve or member engagement even more.
4) New Contract Administrator – In order to get a tighter hand on our Contract Administration, Lead
Organizer Margot Riphagen has just moved from the Chicago lead position to the newly created position
of Contract Administrator – it will be Margot’s job to improve upon some of our more standard
“Servicing” around grievances, call center, and the like. But more importantly, she will be working with
the organizers and the companies on tightening up the enforcement of our current agreements around
violations as well as making sure that COPE and membership dues deduction is happening, contracts are
up to date and accurate, and available for members, etc.
5) CHD and other Foundation Funding - Again, thanks to Myra=s great work with the Weiboldt
Foundation, Ms., and other foundations, she has been able to breakthrough where we could never get
funding for small initiatives in the past. She had a great win in ’05 that continues through ‘06 with a
proposal we did to the University of Maryland for bloodborne disease control that will bring in $70,000
per year for four years for a total of $280,000 - this will definitely help with our research, education and
training needs. But I think the future probably does not hold much in the way of foundation funding for
our organizing like it might have years ago. Increasingly, I see funding for member education and
training to be more available and in larger amounts for our training center.

I. Performance - 2006

Other Performance Related Stats
What follows is a list of other statistics to give you an idea of what kind of year we had:

Monthly Meetings: - Our monthly meetings in Chicago, Harvey-South Suburbs, Metro East St. Louis,
and other outstate offices are where we keep it all together and turnout here is vital to our organizational
well-being as well as an important part of our organizational culture. Still don’t have the final numbers:
2005 doubled monthly turnout over 2004, but I don’t think we can say that in 2006. On the positive
side, we did have some large office-by-office turnout meetings in 2006 –mostly around negotiations –
but still more anecdotal than fact. Hopefully, we’ll have more fact-based reporting for the YE/YB.
Christmas Party and Anniversary Party - Continues to be a source of COPE and general money,
solidarity for ACORN and 880 members and leaders, and an all around good time. We did not have an
anniversary party this year, but may next, and 2008 will be our 25th year! Still haven=t been able to bust
this Christmas Party wide open like NY, but it would be nice to try in 2007.

Field Reports – Been very weak on reporting this year and have not been able to get reports in a timely
manner and when we do, our numbers are not as good as they should or could be.
We’ve dropped our membership signup performance at our large homecare unit – DHS/ORS – from
49.5% to 46.9%, and that’s not a good place to be when we are only about 12 months away from
renegotiating the contract.

BIG IMPROVEMENT! Private Sector – Union Membership and Density – Thanks to some number
crunching by new Local 880 Internal Organizing Director, Terri Harkin, we do have some good news to
report in this section of the YE/YB report. Terry compared local 880’s private sector contracts and
union security and found that not only had all of the companies grown by an average of 18% increase,
but that the percentages on dues payers and card signers grew to the highest levels in the past five years
up to 74% and 82% respectively. In addition, we topped 10,000 private sector members and came in at
10,710 total members!
Further, the growth in the units means that there are 1702 workers in the newly organized shops that we
could sign up right now who have not started paying dues!
Great work Terri Harkin!

II. General Developments in Negotiations, Servicing and Organizing

Minority Unionism Organizing – There are other units that are coming into the picture that we may also
begin with a minority union organizing model like we did at DHS/ORS and DHS/Childcare – Kansas is
a right to work state and the best we could get would be checkoff and a list, which is what seems to be
happening – we’ll know in a little while – but that would be a clear “minority target” at first, until we
could sign up a majority of them and win recognition. It goes the same for childcare, too. As a matter
of fact, you could envision a Homecare and childcare minority union campaign in both Indiana and
Kansas, that could sign up thousands of workers there as well.
On a sidenote: I will be on a panel about Minority Union organizing this January at a national labor
educators meeting in Chicago – should be interesting,
Nursing Homes/ Community Homes - Ex-Local 100 state director Hal Ruddick did take over the reins
at Local 4. We hope to merge this in the future and have had some exploratory discussions to date, but
nothing concrete so far..As reported earlier, we did win that seat on the Steering Committee of the Long
Term Care Division and hope that this seat will help us accomplish this and lead to cooperative work
and perhaps a merger if it makes sense for both locals= comfort levels.
Other Homecare and Childcare - Local 880 Organizing Director Matthew Luskin, had set an ambitious
goal of 2850 new members through the execution of Addus and HH Neutrality agreements for ’06 and
to date he has hit 1111 with another @1000 or so in play including organizing the 600 CNA=s employed
by DHS, and other targets.
We have more than enough to chew on now, but in the future, our new jurisdiction in Kansas and other
midwestern states as well as our Medicare and Medicaid home health care and adult daycare are
possibilities for future growth as may be other childcare organizing possibilities.


Contract Campaigns for 2006 - The $1.56 rate increase we received in early 2005 kept us busy early in
2005 negotiating all of our agreements with record-setting settlements. An additional $1.00 per hour
rate increase that we won on June 1, 2006 has dominated much of our contract negotiations in 2006.
Good settlements have happened at Addus, where 4000 workers just shared over $1 million in back pay
right before Christmas! Other contracts that are settled or tentatively settled are : Homecare Personal
Services (HCPS), Bethel New Life, Chicago Commons, and Shawnee in Southern Illinois. Still not
settled but close are Help at Home and maybe Community Care. Interim is still way out and far from a
settlement – we are moving forward with a member education and action plan there.
Newsletter/Communications - Brynn Seibert, switching over to assume the Communications Director
position from her prior Childcare Organizing Director position, has really done a great job here. She
has already made great leaps forward upgrading our newsletter and messaging and framing our childcare
literature and mailings. She has totally turned around the Communications Department - has greatly
improved our literature, website, video, press conferences, action communications, and every other
aspect of our member communications. She has also hired another Communications staffperson, Emily
Sharp, who has helped with newsletter production, and other improvements. Last but not least, Brynn
has also taken the lead in writing and editing the many drafts of our Ten Year Vision Plan. In the
International and state council’s polling this year, our communications got consistently high ratings from
homecare and childcare members. The one area where we could improve would be the website and I’m
sure they have a plan there, too. 2007 can only get better on the Communications front.
Computers, Lists and Recordkeeping – After years of trying to deal with database needs we took the big
step and with the combined talents of Brynn and Maggie, we were able to locate a new union database
company that has worked with some of the larger SEIU locals. The vendor is called “Union Ware” and
it’s product seems to be the best. After years of trying to create our own data base and then expanding
it, we have decided to go with a standard package that seems to suit our needs the best. We should
know better by this time next year if it works or not!
Professional Contractual Staff: Lobbyist, Video Person - Our lobbyist has served us well in the past
and we tried in 2006 to use her many talents with assisting on some of our allies’ legislative races and
she really came through. She was put into one of our allies’, state rep Mike Smith of Macomb,
campaign and got consistent high marks on the political work she was doing. He went from being an
underdog, to a decisive victory.
Still have not solved our problem with locating a good video person for the local’s needs. Our Living
wage video has still not been updated and could use an overhaul, but need to locate the person and
financing to do it. We need to put some of our video shots of our actions and demos on our website as
well as on cable tv access and should also be a goal for 2006. It would be nice to locate a video person
and look forward to doing this either in-house or subcontracting it in ‘07.
Legal Representation - In the past we have used Steve Bachmann and the CCI legal team; SEIU
counsel, Craig Becker; Art Martin in Southern Illinois; and most recently, ex-ACORN head organizer,
Robert Bloch’s law firm. We plan to continue using these legal resources in the future. But we have
been increasingly using Robert Bloch=s law firm for a lot of legal needs in 2006. Robert=s firm has
been a key help in FLSA and neutrality wins. We are moving more business their way and will continue
to do so.
Diversity – Overall, of our current 49 staff people (not including 3 SEIU organizers), 29 are African-
American, Latino or Asian (60%); 34 are women (70%). Of our 21 field staff (MRP and Organizers),
11 are African-American, Latino or Asian (52%); and 12 are women (57%).
Of our eight support staff, 5 are African-American (62%), 3 are Latino/a (37%) and all are women
(100%). Of our 22 Managerial/Administrative staff (Directors, Regional and Lead Organizers and
above, Office Manager, Finance, AA) 16 are women (73%) and 11 are African-American, Latino or
Asian (50%). And, of our professional contractors – lawyers and lobbyists, 1 is a woman and none
African-American or Latino (0%). Our staff is diverse and getting more so, but we can always improve.
We have seen many of the field positions and managerial positions being filled by more members and
constituency, further diversifying our staff.

III. Budget and Finances

2006 Budget Figures - See Highlights #26 for the details, but this budget will be solidly in the black for
a change – IF we keep receiving International dues rebates. But organizing very low wage workers with
the International’s per cap structure into the very near future shows us substantially in the red once/if we
have to start paying on all or most of our members. Increased staffing for servicing and new organizing
will also eat away at this surplus. Winning per cap relief and organizing subsidies will also be key to
our fight. Our plan in >06 is as always - organize our way out of this hole, continue to organize in the
private sector, expand our organizing in Illinois and in the region, and win wage and benefit increases,
so our members can afford the dues payments needed to keep us afloat.

Self-Sufficiency Plan - 2006 looks like it will end in the black. Thanks to the new childcare contract, I
would say we are now officially self-sufficient and expect to be into 2007. However, we may not be in
the future depending on the Unity Fund payments and Per cap payments and how we end up on our
Structural Relief Request to the International Union. We will also need substantial “bundling” rebates
which allow us to aggregate our low dues members and pay on fewer equivalent full-time members. In
the future, we may need to institute dues increases to stay afloat, but since so many of our members are
covered under new contracts, it will be awhile before we can raise dues – especially in light of the recent
dues increases from ’03 through ’05 in public and private sector homecare. So, far now, we are
guardedly optimistic and happy to be able to make budget on our own.

IV. Leadership Development

Officers - Helen Miller has done an excellent job as president and has continued to improve even after
20 years on the Board. Her appointment to the SEIU Board has proved she is up for the challenge. New
Board members Flora Johnson from Chicago and Phyllis Clifford from western Illinois performed well
in 2005 and 2006, and Flora moved up to Treasurer in 2006. VP Lula Bronson, Secretary Oneal
Rayford, Treasurer Flora Johnson, and Recording Secretary Martha Toliver are regular attendees and
have contributed greatly to the Board. Helen=s slate won reelection in April, 2004 and has had one or
two turn over. In 2006, the Board did a review process to come up with criteria for new Board members
and expanded the Board from nine (9) to fifteen (15) positions, filling most of the vacant seven (7) slots
with childcare providers from across the state. The Board had an extensive and productive discussion
about succession in the event of retirements at the 2006 Labor Retreat, and about the slate for the ’07
election. All agreed to keep the newly expanded 2006 slate for the elections in early ‘07.

Steward Advisory Board - Some new leadership potential but turnout was very low - it needs to improve
in 2007. Despite new, more stringent rules on who can serve on the Steward Boards – only members
who have been through WOW (Workers Organizing Workers) trainings, regularly attend WOW
meetings, and who actually do the hard work of member-organizing can attend these – our average
monthly attendance slipped slight from 17 a month average statewide (yes, only 17) in ’04 to only 14
average statewide in ’05! Pretty pathetic. We don’t have the numbers for ’06 but it’s hard not to
improve on those numbers! The changes we made were necessary but we are failing to move folks who
were good during drives and negotiations into these roles and we need to in ’07.

Leadership Development Program (LDP) Training -Had a good set of trainings in the past with
ACORN and 880 leaders. Got high marks and helped in training existing and new potential leaders.
Need a plan on 2007. We are hoping to come out with a comprehensive leadership training and
education program as part of our Institute for Change (IFC) Ten Year Vision Process in 2007 and
present it for member ratification in 2008.

V. Staffing and Recruitment

   880 Staff YE/YB >98 - 18
   880 Staff YE/YB >99 - 21
   880 Staff YE/YB >00 - 31
   880 Staff YE/YB >01 - 33
   880 Staff YE/YB >02 - 33
   880 Staff YE/YB >03 - 40
   880 Staff YE/YB >04 - 46
   880 Staff YE/YB ’05 – 33
   880 Staff YE/YB ’06 - 49

We had a good year on staffing in >06 - starting the year in the 30-35 range but gradually staffing up
through our new training program and ending the year at 49 staff with the last four months averaging
closer to the 55 staffperson that we wanted. At times we almost doubled the staff, but on average, we
increased from 33 at year end last year to 49 this year – an increase of 50%+.
The combined staff trainings we did late in ’05 and all throughout ’06 with Madeline and the ACORN
staff helped immensely.
On the 880 side, these much-needed staff increases in ‘06 can be directly traced to the great recruitment
and training implemented by Chief of Staff Myra Glassman, with key assists by Regional DIrectors
Anthony Guest and Wendy Voegele, Political Director Rochelle Prather, lead organizers Margot
Riphagen, Angela Bailey, and others, who stepped up and helped with the training, observation days,
and the like.
And the proof of the success of this new training program is in the pudding: of the 26 organizers who
started this program in ’06, 20 were retained beyond the four week training and 18 are still on staff as of
this month. We hope to improve on this on ’07 and recruit the 10-15 new organizers we will need to
make this happen.
Stepping Up - 880 Staff Reorganization - While we lost some of our senior staffers, like 880 Political
Director Alicia Weber in ’06 (law school), many of our newer and more senior organizers stepped up
the responsibility scale to fill in the gaps: Former south suburban lead organizer, Rochelle Prather,
stepped up into the Political Director position and has done a great job, especially around the ’06
Gubernatorial elections;
RD’s Wendy Voegele and Anthony Guest did solid work in their new positions; and Margot Riphagen,
Angela Bailey, and Gretchen Lamke did well in their lead organizer positions, in Chicago, Rockford,
and Mt Vernon, respectively. In addition, field organizers Yvette Susan Cagle in Peoria, Ben Tracey in
Springfield, and Paul Gordon, in the south suburbs, have stepped up into lead positions on the internal
staff; while Sandy Craig has stepped up to a lead position on the new organizing staff.
Finally, we have hired Jeremy Schroeder to take on our new Legislative/Policy position and he got right
into the fight for the Minimum Wage increase and did a great job at both the Leadership Conference and
the subsequent veto session, following the legislation and making sure the turnout happened until we
Again, thanks to our recruitment and training program, we have weathered staff attrition and look
forward to an even better future with this new team.

Statewide Staffing Plans - Right now, we have eight offices: Chicago, St. Louis, East St. Louis,
Rockford, Peoria, Harvey, Mt Vernon, and Springfield. In a strange but welcome twist, all of our
outstate offices are fully staffed, while our staff levels in Chicago and new Organizing are below where
we want. This is where we will need to recruit the 10-15 new staff we need. We will need these new
folks to staff up not only Chicago and new organizing but also Indiana, Kansas, and other new
jurisdiction for 2007 and the years ahead.

New Staff Positions – Besides the new positions mentioned above, we did not have a lot of other new
staff positions. We do see a need for one Policy/Research person and another researcher for new
organizing. We also need a new AP person in the Financial Department and may need others as we
move ahead.
Staff Training - Local 880 continued our internal staff trainings in 2006. We got rave reviews for these
new trainings and plan more in ‘07. We did not send any organizers to ACORN Advanced or Lead
training, but probably will do some cross-training in the future.
Organizing Academies – None planned for ’06 or ’07 but we may need for some campaigns w do not
see on the horizon.
Labor Retreat - The Labor Retreat of 2006 was a good one despite the fact that we could only bring six
staff and six leaders because of all the political turnout work we had to do for the Governor’s race. But

we always enjoy the Retreat and the ability to learn new skills, impart some skills to others and start to
come to a consensus on the plan for ’07.

VI. Other Priorities, Projects and Problems

 New Year's Kickoffs - Always a high point where we review the prior year=s victories and set goals for
the coming year. The Power Pointe presentation was a crowd pleaser, even if the music went on the
fritz, and the small groups worked well. Attendance was good statewide.

DHS/ORS Blitz Technology, Mailings, Telemarketing, and Turnout - We started the year off weaker
than ‘05 when we had 52% of the unit dues-paying members and 60% who had signed a card - mostly
because of post contract mailings, phone calls and blitzes. But we started ’06 with 49.5% membership
(but still over 55% on cards) in the unit mostly because of all the resources diverted to the childcare
campaign and new organizing.
We are going to start 2007 even lower at barely 47%. The whole agreement is up for renegotiation in
late ’07, so doing COPE and member signups in this unit will be major.
We need to do more in 2007 and get back to basics on the mailings and phones and keep the
membership and turnout numbers up here. We also hope to experiment with other mass signups and
telemarketing to see if that can keep our numbers up in this and other units. It=s our largest homecare
unit and we have to keep it our biggest and most active, especially with the whole contract up in ‘07.

VII. Expansion and Growth - Opened no new offices in Illinois 2006, but maintained and restaffed our
eight existing offices. In addition, we opened up an Indianapolis office for the homecare organizing,
and had a Kansas office for a few weeks. But it looks like we may be reopening some offices in Kansas
to handle the homecare and maybe childcare organizing there.

VII. Politics –

PAC Fund -This is a fund our members set up in 1990 but can be used only for statewide and local races
like City Council, state reps and senators, and the like. It is funded by a percapita contribution of .50
cents per member per month from each member=s dues into the fund each month - this will bring in
between $300,000-$400,000 per year for elections in >07 depending on our cash flow. We also donated
@$172,000 ($100k to the International fund to take back the US House) in >06 and had about $203,000
in income in the PAC account - we should be able to save some in this account and build up for the city
council and other races in 2007.
COPE - see highlight #12 - bottom line we did so-so in >06 but need to do a lot better in >07 and
beyond to hit our COPE goals. Since you are rated and assigned a quota based on your membership, our
quota will soar in ’07 and beyond! We will need to dramatically increase our signups just to stay within
shooting distance of this goal.
Jobs with Justice - Keith is on the Board, but they have not been as active. Continue to have big
money problems in >05, hard to tell where they will end up.

Meetings with Progressive Labor Unions - Mostly happened around the WalMart campaign with
UFCW, other SEIU locals, and the CFL. Had some actions where we were able to move most of the
progressive unions, but we need to improve this if it=s possible.
Working Families – Illinois – We need a vehicle to do our progressive work with our labor and
community allies, to help pass fusion, and to generally move better locally and statewide in progressive
politics. Working Families Illinois has been discussed by us and some of our allies and in ’07 we hope
to see how much interest there really is.
Change to Win (CTW) – This is mostly handled through the state council, but I attend, too. We had
some success around mobilizing for Big Box Living Wage. Many are very mad with the mayor and are
committing serious resources to the aldermanic races – this should be very exciting and fun if all come
on Board! We need to make a serious outreach effort to CTW and CFL locals in ’07 and beyond to
build up our other labor allies as part of our Ten Year Plan.
Local 880 Political Staff Needs - At some point, Local 880 will need several political staff to seriously
staff out campaigns for our members or supporters running for office. We need a political staff that
could do the work that is needed to get our folks targeted, trained and elected to office. 2007 may be the
year to staff this out and we need this to be a key part of our Ten Year Vision and implementation.
Local 880 2006 Legislative/Political Analysis - We have had a great year on the legislative front - which
is directly related to our past political work with Blagojevich and the Senate Dems. Winning the IDOA
rate increase, the commitment for health care for private sector homecare workers, the money for the
childcare contract, and other victories will bring over $100 million this year - mostly in raises and
benefits - to Local 880 homecare and childcare members.
And then to end the year with the Minimum Wage victory was the icing on the cake – this has to be the
best legislative year ever for Local 880! And the Big Box Living Wage made it even better.
With the elections in 2007 (Aldermen and Mayor) just around the corner, we will need to build and
maintain a much bigger political infrastructure statewide in ’07. And we need to get ready for the big

Local 880 GOTV Work in 2006 Primaries and General Election – I think it is safe to say that SEIU and
Local 880, in particular, were seen as the kingmakers in the ’06 primary and general election. Although
Governor Blagojevich did not have a serious challenger, Cook County Board President Stroger, who had
a massive stroke right before the election, did. It was a very tight race and turnout was key. Local 880
moved between 50-100 members and staff to work the precincts for Blago and Stroger in March, and
while Blago blew out his challenger, Stroger, in the hospital and close to death, barely squeaked by with
52% of the vote and 880’s and SEIU’s and APAC’s volunteers in the high turnout precincts on the south
side, brought it home. High level Blaogojevich staff credited us later with helping move the vote that
allowed him to win.
Later, in the general election, we had even more success. While Blagojevich won 49-40-11 (Green
Party) the Stroger races was much tougher and our folks again helped drive turnout at the phone banks
and door-to-door; the outcome was not certain heading into the general with some polls showing a much
tighter race. Local 880 Political Director, Rochelle Prather, in coordination with Local 880 organizing
staff statewide, trained and turned out hundreds of our members and staff for the final push – not only in
the Governor’s race, but in five targeted races in southern and western Illinois the Dems needed to
defend or pick up. We won all of the races we worked in and received a lot of credit for our work.
The numbers speak for themselves:
Chicago staff – id’ed 226 member-volunteers; trained 186; and turned out 69 to work their own and
other targeted precincts as well as phone banks. Congratulations to Rochelle, Margo, Jim, Donte, Shane,
Anthony and all the other staff who made this happen.
Outstate staff – turned out another 58 members to work in the five targeted races outstate
Congratulations are due to RD Wendy, LO’s Gretchen and Yvette, and Tina, Kelly, and the rest of the
southern Illinois staff who made this happen.
Indiana staff – assigned three staffers to the three key CD’s to do non-partisan senior citizen turnout.
All three Dems won and were a key part of the Dem sweep on election night. In addition, we helped a
key Dem win his race and helped to take back the Indiana House for the Dems. Congratulations are in
order here to Meighan, Beth, Reggie, Crystal, Ruth, and others.
While this was nowhere near the tough campaign we ran in 2002, it was a big accomplishment and
helped Blago win, helped the Dems pick up seats in the House and Senate, and on the national level
helped win three key CD’s in Indiana.

Internal Union Politics - In general, Local 880's standing in SEIU=s internal union politics seems to be
good. 880 President Helen Miller has been a star on the SEIU Board and we were awarded a seat on the
union=s Long Term Care Division.
In addition, we have been awarded a seat on both SEIU’s “Community Strength” committee and new
Committee on Organizing and Growth.



After the great successes of 2005, I thought 2006 was going to be a time to kick back and maybe catch
our breath a little. Little did I know…

We did not win 40,000 childcare providers like we did in ’05, but we did have steady Progress in 2006:

•       We signed the first ever childcare contract in history and we got BIG;
•       We brought in 40,000 new members for a total of 70,000;
•       We became the largest union local in the City of Chicago;
•       We became the largest union local in the state of Illinois;
•       We became one of the largest union locals in the country;
•       We became the fifth largest local in SEIU;
•       We became the largest SEIU local in the Midwest and maybe the largest local of any union in the
•       We got huge density, with one of every 179 people in Illinois being members of Local 880, and
one out of every 90 adults being members of Local 880 – and in the city of Chicago and Cook County,
one of every 50 adults is an 880 member;
•       We expanded in a Big Way into New Jurisdictions;
•       We initiated a new training program and increased our staff by 50%;
•       We Organized 1111 new members in the private homecare industry;
•       We had our best Legislative Year Ever and won $100 million in wage and benefit increases for
our members and their industries;
•       We expanded our Executive Board to include new leaders statewide;
•       We did some of our best political work ever and turned out members and staff across the state
and across the region;
•       We consulted with other SEIU locals in new homecare and childcare states, sent key organizers
and staff to assist, and brought even more members into the union;
•       We even went International! We welcomed a delegation of South African trade union organizers
and homecare workers from NEHAWU and shared ideas about organizing homecare workers in South
Africa over Chicago deep dish pizza;
•       And while all this was going on, we still found time to start a conversation about our Ten Year
Vision to make Local 880 even better by 2017;

This has truly been a good year on many levels. Of course it was not perfect and as historic as 2003 or
2005, and we have a lot we need to work, but in its own way, it was just as satisfying. We made
continued progress and expanded statewide, regionwide, national and internationally. What more can
we ask?

Thanks for all your hard work in 2006 and remember, VICTORY IS OURS IN 2007!

Happy Holidays!

                                       LOCAL 100
                           Service Employees International Union
                          YEAR END – YEAR BEGIN – 2006

Key Staffing
       Wade Rathke                   Chief Organizer                New Orleans – HDQS
       Orell Fitzsimmons             Field Director                 Houston
       Rosa Hines                    State Director – LA            Baton Rouge / New Orleans
       Bessie Fowler                 State Director – AR            Little Rock
       Kenneth Stretcher             Organizer                      Dallas
       John Kevan Smith              Organizer                      Shreveport
       Rose Mary Meriles             Organizer                      Houston
       Maria Castilleja                     Organizer - WFA                       Houston
       Cassie Ford                   Office Manager                         New Orleans

I.     Performance

Average Members Paid SEIU on Per Capita
       Year End 2004                         4000 (est)     (before split)
       Year End 2005                         2293
        Year End 2006 (11/06)                2114

II.    General Developments: Campaigns, Bargaining, and Organizing

        Texas United School Employees (TUSE)         Our unit in Houston is the largest in the local. Few
threats and few opportunities, but this work continues to be a mainstay of the organization.

       Arkansas State Employees      Holding on with new leadership and a steady grievance program.

         Arkansas Municipal Employees         New check-off procedures went into effect on 1/1/06, but
for various reasons (personnel, management, plan, implementation), we did not see these units covered
into serious membership or chapter strength in 2006. This is on the list of major undone tasks in

Private Sector Organizing and Bargaining
        • Head Start:         Successfully bargained contract for 250 workers at Caddo CAA in
           Shreveport by the summer and are still converting this unit into membership.
        • Shreveport:         Significant turnaround in this office. Terminated non-performing office
           director, focused on nursing home membership increases, and seem to have stabilized and
           turned the corner significantly. Model for what we are trying to do elsewhere.
        • Dallas:      Expanding into private jurisdiction, petition filed on 100 garbage “hoppers” in
           City of Dallas. Hearing in December for election before NLRB in January. Focusing on
           expanding to other private sub-contractors of public services.
        • Bargaining:         Significant contracts successfully renegotiated with Orell Fitzsimmons
           leading the team here in Gulf Coast Head Start along with nursing homes and community
           homes in New Orleans (more below).
        • New Orleans:        Some of the best but most bizarre organizing in 2006 in New Orleans
           came from our efforts to organize new private subcontractors in the destroyed, hybrid
           school system. First, we were called off a drive where we signed up a majority of food
           service workers at charter schools in Algiers, because it turned out that SEIU and
           UNITE HERE had a top-down deal and it could only be triggered if the employer was
           willing to go union, which in this case will probably happen for these 75 workers the
           day after hell freezes over. Then we successfully organized 250 bus drivers working for
           the new hybrid school districts through Laidlaw. The we filed high and were in
           excellent shape on a stipulated election, but were forced by SEIU to pull out less than a
           week before the election, because Hoffa had asked for the union so it was now a C2W

        Impact of Katrina The membership in New Orleans in many units were decimated in the wake
of the hurricane. Hoppers contract was terminated when FEMA was handling trash collection.
Convention based service contract decimated. Cutbacks endured everywhere. On the other hand the
upward pressure on wages has allowed the successful renegotiation under the direction of Rosa Hines of
a number of New Orleans based contracts particularly in our janitorial service area to much higher
starting and on-going wages. The New Orleans strategy in the wake of Katrina was to organize private
subcontractors in lost job areas or in the construction and clean-up FEMA subcontracts. During the
summer the culmination of a successful drive on more than 1000 workers at EEG, the primary FEMA
clean-up contracted, resulted in a petition filed at the NLRB by Local 100. Around the same time Local
100 filed on the new “hopper” subcontractor for Waste Management (company called Fast Track with
about 100 workers). Both of these petitions can waylaid at the NLRB. EEG was put off on the issue of
whether or not they were going to be able to keep the contract with FEMA past 10/1 and would be in the
midst of layoffs. Fast Track was postponed on the issue of changing numbers among the temporary
workers. The bottom line is that despite a significant amount of work, and some success, in organizing
among private sector subcontractors, this strategy has not produced victories, contracts, or members yet.
Our future in New Orleans (and probably the local) is with service contracts with leverage, so targeting
and front end work needs to improve so that the organizing success can be converted.

        Central and State AFL-CIO Federations         Our only real ally in state federations is in
Arkansas. Given the disaffiliation of SEIU from the AFL-CIO, this story is different in every
jurisdiction. We have a “solidarity charter” in Little Rock with the Central Arkansas AFL-CIO and are
likely to petition for one in 2007 with the Greater New Orleans AFL-CIO.

III.   Budget and Finances

        The downsizing of the local has raised significant challenges in capacity because of our reduced
finances. The staff is obviously considerably smaller now reflecting that reality and the budget is bare-
bones. We ran a deficit of about 25-30000 for the year, which we seem to have “borrowed” from the
International by not paying appropriate per capita, so that leaves the remaining weeks of the year to
straighten out what was an “honest” mistake that helped us survive the year in the shape we did.

IV.    Leadership Development

       •   After cancelling the Leadership Conference in 2005, we were pleased with an excellent
           Leadership Conference in Shreveport in the middle of July this year with good solid
           attendance from all offices.
       •   Staff/leadership retreat in Little Rock with 880 was a very useful to the Local 100 staff and
           particularly benefited from additional work with the WARN and A-CLOC staff participation
           from a number of areas of the country.
       •   We need to schedule more steward and organizing committee training sessions in 2007 to
           exploit the advantage of these recent events.

V.     Other Priorities and Problems

       •   Local 100 Website:        We are holding on here to our basic numbers, but need a strategy
           to grow more aggressively.
       •   Working Families Association: CCHD continued togrant support to WFA and its work in
           Houston, so we are hopeful – in partnership with Houston ACORN – that we can continue to
           make progress on this important project.
       •   We have spent significant time fashioning new membership formations and working on the
           Wal-Mart drives through WARN and WWA, as well as the AWA.

VI.    Expansion and Growth

        We believe our growth prospects are likely in Arkansas and in the private sector both through
direct election and everywhere through an associational model. We continue to believe there are
significant private sector opportunities in New Orleans because of the labor shortage and the ability to
leverage employers, and felt that we got tantalizingly close to a breakthrough this year so we are hopeful
we can finally bring this together in 2007.

VII.   Politics and Campaigns

       We had some limited involvement in local campaigns in Houston, New Orleans, and Little Rock.

VIII. Staffing, Recruitment and Training

       Given the reduced size of our staffing, a premium now falls to high quality and significant
production and performance. We will continue to have to examine staffing under this strenuous light in
the coming year.


        Our survival was at issue in 2006, and there is a measure of accomplishment in having weathered
another year. Though not huge in the scale of the world and the working class for us to have taken the
full brunt of Katrina and been able to come back through the end of November with less than a net loss
of 200 members with a hugely reduced staff is no small organizing accomplishment. Perhaps it is
something we can grow on from here. In 2007 we have to move from stabilization to growth in order to
make the case for our future.

                                           SEIU Local 100 &WFA 2006 YE/YB Report

                                               Field Director : Orell Fitzsimmons

Overview: 2264 Members, 6 Organizers, 1 Office Staff                                          WFA: 106 members, 1 staff
Re-tooling of staff and more of an emphasis on private sector targets will change the make up of the Local in 2007
Goals: Staff Baton Rouge, add staff in New Orleans, Dallas, Little Rock & Shreveport. Increase financial controls to enable timely payments and staff
growth with available monies. Goals for 07: 3500 members by December 2007 with a staff of 11 Organizers. WFA: 500 members, 2 Organizers

Houston: Rose Mary Mireles          (Local 100 Organizer) & Maria Castilleja (WFA Organizer)
Pasadena:8     CCISD:6 Aldine:8              San Antonio & Valley: 121
GCCSA:194 HISD:780 SBISD:15                  Steel Workers;2
Avance 49      HCCSA:7 others: 10                                         Total: 1200 members
In November we signed a new 3 year contract with GCCSA(Head Start) and an increase of over 40 members.
Recent spat over bonuses increase our Avance unit by 20 members. HISD continues to be a problem reaching our 1000 member goal, having to sign 40
members a month to stay even in this competitive volatile unit. Looking for more private sector targets. Head Start members helped elect Nick Lampson to
replace Tom Delay building toward more member activity in the 08 election.
Plan for 07: Once again, 1000 members in HISD, Avance to 100 members, GCCSA to 250 members 3 new staff, 4 private sector elections, membership
WFA: Immigration arrest during traffic stops starting in 07 could enhance WFA’s visibility in community and engage us in a giant controversy in our

Dallas: Kenneth Stretcher (Local 100 Office Director)
Dallas County Schools: 79    DISD: 169                                    Total: 248 members
Victories at Dallas County Schools with help from Board members.
Engaged in a NLRB election for contracted out hoppers in Dallas , about 200 person unit.
Meet and confer agreement with DCS which has administration listening to our concerns
NLRB election for Hoppers in Dallas, hearing set for 12/7 (100 employees)
Plan for 07: More private sector organizing, adding one more organizer and 100 members increases in DCS & DISD. Hire 1 additional staff.
Looking at another 500 workers in other contracted out City jobs.

Little Rock: Bessie Fowler (Local 100 State Director)
UAMS: 79         Pulaski County: 2 Fort Smith: 7 DHS: 154
Head Start: 71 Pine Bluff: 5       Personal Care Aides 113               Total: 424 members
Big minimum wage victory in Pine Bluff we hope will turn into more city employee members
Increase over the summer in the UAMS unit.
Plan for 07: Take advantage of Pine Bluff minimum wage victory; hire one new staff, private sector targets.

Shreveport: Kevan Smith (Local 100 Office Director)
Harmony House: 30 Bradford: 2                Nexion Claiborne: 53
Guest House: 12   Guest House/Springlake: 25
Caddo:79          Shreveport Manor: 4                                       Total: 205 members
Caddo Community Action Agency victory a year ago resulted in our first contract in August and 79 new members.
With new organizer we have also increased our membership in our nursing homes. This summer Shreveport hosted the Local 100 Leadership School of over
30 of our stewards. New contracts for 4 nursing homes with good pay raises for all. Looking at taxi drivers and other private sector units.
Plan for 07: Increase nursing home numbers, 5 new nursing home elections, expand Caddo to 150 members; target 50% signups at Bradford, Shreveport
Manor & Guest House nursing homes.

New Orleans: Rosa Hines (Local 100 State Director) Cassie Ford (Office Staff)
AME:22               Freeman:12               Restheaven:5
Coast Guard:1        Weather:22               RTA:7
Coastal Janitors:8   Progressive Healthcare:5 Heritage Manor:18            Total: 100 members

As workers come back to the City our numbers are coming back. We settle two contacts at nursing homes with one getting 5o cents raises and a 25 cent
increase while training new employees.
Plan for 07:Hire 2 more staff. Organize 3-targeted nursing homes, rejuvenate existing units, find more private section targets and re-do the Hoppers.

Baton Rouge: No staff
CNI:16           Harmony House:18 Nexion:20              Guest House:8
Harmony Center:7 LARK:10          Telescience:8                             Total: 87 members
We need to hire new staff in early January and start re-building every unit. Signed new contract at CNI
which included a xams bonus for all employees of about $200 each.
                                                            YE/YB 2006
                                                   Political Operations Reports

                                    (please see additional PDF files on CD for further info)

Zach Polett, Director of Political Operations
Jessica Angus, Deputy Director – Political Field
Jeff Robinson, Deputy Director – Electoral Campaigns

Josh Myles, Political Technology Director
Nathan Henderson James, Strategic Writing and Research Department (SWORD) Director
Reginald Holt, CSI Data Center Director
Jehmu Greene, Project Vote National Director
Michael Slater, Project Vote Election Administration Director
Brian Mellor, Legal Counsel
Kimberly Olsen, APAL Director
Amy Busefink, Voter Registration Director
Jarvis Houston, Recruitment Coordinator (2006); Youth Voter Registration Coordinator (2007)


Nikki Paxton                                Little Rock
Jeff Terry                                  Little Rock
Bobbie Turner                               Little Rock
Marthella Johnson                           Little Rock
Reginald Holt (2007)                        Little Rock
Patrick Winogrond                           New Orleans


Dan Cantor                     NY WFP Executive Director & Expansion Project Co-Director
Clare Crawford                 Working Families Expansion Field Director (2007)
Jon Green                      CT WFP Director
Jim Fleischmann                MA Ballot Line Project Director (2006)

(staff of Political Operations departments listed in those reports)

2006 Report
        We had an amazing year in 2006 – minimum wage initiative victories in every state we targeted;
far-and-away the largest voter registration program in the country (with some bumps on the road that
we’re already beginning to address for 2007 – 2008); CSI planning and running the entire statewide
African-American GOTV programs in the key battleground states of OH and MO; establishing Project
Vote as a national leader in anti-voter suppression election administration with victories in FL, WA,
MD, OH and PA; training and developing a cadre of ACORN leaders in 20 cities to do electoral work
through the ACORN PAL program; adding a Congressional mail-and-phone program that played in 7
strategic Congressional Districts; producing 200 trainees for post-election organizer training Academies;
and raising over $10 million to support this work.

        And with our increased size and scope, came attacks. The coordinated, partisan attacks on our
voter registration program this fall taught us several valuable lessons: the need for a detailed
communications plan to define our work before any attacks come, along with the ability to produce clear
talking points and same-news-cycle responses when attacks come; the need to create a single
management structure for the entire voter registration program at both the state and national levels:
production, quality control, political relationships and communications; the need for a more gradual
gear-up of the VR program to make sure that quality control is keeping pace with production; and the
need for a more-rapid quality control system that informs the work of managers in the field. Staff are
already working to put these changes into place for our 2007 – 2008 voter registration programs.

          Reports on our 2006 work are contained in the Political Operations department reports that

2007 Priorities & Plans
          We need to build on these accomplishments over the next two years.

       In addition, the November 7th election shook up America electorally, creating a range of exciting
opportunities for ACORN and its growing membership. By the voters rejecting the dismal record of the
Bush administration, giving control of both Houses of Congress to the Democrats for the first time since
1994, and switching party control in a number of governor’s mansions and state legislatures, we have
the opportunity to work on a range of issues at both the state and federal levels that would have been
dead-on-arrival just a few weeks ago – raising the minimum wage across the nation; starting to address
America’s health care crisis; moving campaigns to create state Earned Income Tax Credits, rather than
only opposing right-wing tax-cuts for millionaires; etc.

        Following is a list of 2007 – 2008 projects and priorities being developed by Political Operations
to help increase the membership of the entire organization and to take advantage of at least some of the
incredible opportunities we have before us:

1) 2008 Presidential Election

A) Use the 22 months of the 2008 presidential election campaign to promote ACORN’s issues and
vision for the advancement of low-to-moderate income people (ACORN’s Working Families Agenda).

B) Get the presidential candidates to actively court ACORN and seek the support and electoral
involvement of its members.

C) Build a relationship with the Administration that will take office in January 2009.

D) Have CSI play a major field role in the general election and, possibly, in the primaries.


A) Develop relationships with candidates and their campaigns in the first quarter of 2007.

B) Organize a national ACORN presidential forum. Tentative location: Las Vegas, June 2007

C) Prioritize Nevada as one state for early caucus/primary work

D) Move an internal membership and leadership endorsement process that could lead to an APAC
endorsement in the primaries and would almost surely lead to an APAC endorsement in the general

2) Develop strategies for using politics and our political work to support ACORN's
organizing, growth, and membership representation agendas -- with particular
focus on municipal and state elections


A) Work together with National Field Operations and ACORN Head Organizers in support of 2007
state legislative campaigns on Earned Income Tax Credit, Paid Sick Days and Anti-Voter Suppression

B) Working with ACORN Research Dept, Campaign Department and others, identify a set of potential
“asks” for gubernatorial and mayoral candidates that directly impact ACORN’s membership growth
goals, such as establishment and funding of ACORN Benefit Centers and Tax Preparation Centers;
delivery of outreach services on government programs such as health care (SCHIP, Medicaid, smoking
prevention), early childhood education, family leave; or representation of different aspects of our
constituency, such as parents whose kids are in state-subsidized daycare or residents of government-
subsidized housing.

C) Work with a targeted set of ACORN Head Organizers and their Regional Field Directors to develop
long-term political and power-building plans for those cities and states, including development and
training of full-time state political directors in those states.

D) Develop a system of Regional Political Directors, starting with a few regions, so we have staff to
assist HOs in developing these plans and relationships and to implement the political campaign plans
that make them real.

3) Register 1,000,000 voters in the 2007 – 2008 election cycle

A) Solve our VR implementation and quality control problems and take advantage of our position as the
only organization with the capacity to move voter registration at scale. As part of this plan, put more
effort into developing volunteer recruitment and training models for conducting voter registration.

B) Develop and promote a Project Youth Vote, as a branded project of Project Vote/Voting for
America, Inc., thus taking advantage of the fact that Project Vote and its work with ACORN were, by
far, the largest youth voter registration program in the country in 2006.

C) Develop an ongoing, institutionally-based High School Voter Registration program with an
emphasis on majority minority high schools

D) Greatly expand the Latino and new immigrant components of our voter registration program.

4) Establish and fund a "Voter Participation Research Institute" for doing voter
engagement experiments and then writing plans and methodologies based on the
results of that research.

5) Anti-Voter Suppression Campaigns: Expand Project Vote’s 2005 – 2006 anti-voter
suppression work by raising the funds to enable Project Vote to serve as the national clearinghouse for
voter suppression state legislation (stopping the bad bills) and begin the work of expanding the franchise
by introducing Voter Bill of Rights legislation in a targeted set of states.

6) 2008 Ballot Measures: Develop a series of 2008 ballot measures, similar to the 2006 Minimum
Wage Initiatives, that put a popular economic issue on the ballot. Potential content areas include paid
sick days (currently the most likely), kids’ health, and scholarships for college students.


A) Define a national ACORN-identified values and policy issue that defines ACORN’s policy and
political work this election cycle.

B) Get candidates from the presidency on down to identify themselves as supporters of the issue.

C) Use the issue to increase turnout among base voters and to get independent and swing voters to
support candidates who actively support the issue and campaign on it.

D) Use the issue and the ballot measure committees to raise the funds needed for large-scale field, mail,
phone and earned media campaigns around the issue, as we did successfully in MO and OH in 2006.

7) Congressional District Strategy: Develop a plan, for 2007 implementation and funding, that
targets organizing, earned media and political work in a set of marginal CDs that changed party in the
2006 election.


A) Write a plan and budget and start raising funds for it

B) Build ACORN membership canvasses in these districts

C) Identify issues (generally federal) around which to conduct earned media grasstips issue advocacy
campaigns with a goal of providing support for the new Congressperson when they take stands on
popular progressive issues.

D) Build a political operation, using 2007 elections where they exist, that puts in place electoral field
capacity and lists that can be used in 2008.

E) Establish a federal PAC and a funding plan for it

8) Expand our CSI campaign consulting business


A) Develop CSI as a profit center for the work of the organization.

B) Expand ACORN’s power and reach by creating the in-house capacity to deliver political capacity
when it’s needed: managing ballot measure campaigns; collecting signatures; running large electoral
field campaigns; running campaigns of local candidates for office; conducting grasstips lobbying
campaigns; etc.


A) Write a business plan for CSI, including marketing plan and pricing plan.

B) Identify or hire a Managing Director for CSI’s external business.

C) Identify a list of potential funded ballot measure campaigns that CSI should pursue for full-service
and/or signature collection management contracts.

D) Identify a list of 2007 and 2008 candidate campaigns that CSI should pursue for contracts and

9) Training & Supporting ACORN Members (ACORN PALs) to do membership
and electoral work
A) Evaluate the 2006 APAL experiments and make appropriate adjustments for the next 2 years.

B) Expand this membership engagement work in 2007 and 2008 by integrating those aspects that were
successful into ongoing volunteer mobilization efforts by ACORN Field and by targeting a set of
ACORN cities with 2007 municipal elections and using the techniques developed through the 2006
APAL work to move a multi-faceted ACORN electoral strategy that moves voters in ACORN precincts.

C) Experiment with “multi-product” organizing outreach by both organizers and members through
which we fund organizing by having members and organizers produce several products from a door-to-
door program: membership; provisional membership; voter registration; initiative petition signatures;
calls or letters to legislators (grassroots lobbying); sign-up of people for government services, etc.

10) Secretaries of State: Identify 2007 and 2008 Secretary of State races in which we should play,
with the goal of getting responsible, pro-voter, competent people in these offices.

                                                 ACORN Political Operations
                                             Field Report                 YE/YB 2006
Staff: (staff listed in 2006 positions/listed are only staff currently on payroll)

Field Director                                   Jessica Angus
Recruitment Coordinator                          Jarvis Houston
Ballot Initiative Organizer                      Johanna Sharrard
National Voter Registration                      Amy Busefink, Stephanie Moore
National APAL                                    Kimberly Olsen, Chris Entrikin
State-based Political Staff
                              Ohio               Mari Engelhardt, Beth Berendsen, Charmaine Davis, Jeremy
                                                 Sanders, Carrie Barnett, Corrine Labita, Jason Crider, Leetha Bishop, April Nobia
                              Pennsylvania       Krista Holub, James Thompson
                              Missour:           Jake Olsen, Alan Coleman
                              California         Marina Delgado
                              Travelers          Leroy Weekly, Debaniesha Wright
6 of our 17 staff members end of 05 have been on staff since 2004. 6 of the 17 staff members are people of color.
8 of our 23 staff members end of 06 have been on staff with some entity of ACORN since 2004.
10 of our 23 staff members are people of color

               ACORN has once again shown itself to be the leader in Voter Registration.

Total Cards collected nation wide- 543,436
Total Staff- 42 Political Organizers and 11 State VR Directors (30 salaried staff of color)1031 Part time staff (Average)

The 2006 Voter Registration drive did more than just Register new voters! The VR program allowed many smaller offices
to open in 2006, thanks to funding and a need for ACORN in the neighborhood. This also allowed for more member
involvement in Registrations, both at chapter meetings and in members getting out to work in the neighborhood. In states
where ACORN was working to raise the minimum wage, Voter Registration projects helped to get the word out and register
people to vote in favor. ACORN was also able to hire and develop some great staff and work to diversify. Many of our
canvassers and first time Political Organizers worked hard and were able to take on more responsibility as the program grew
in many states. By using “High Volume” sites within a community, Voter Registration helped to open up conversations with
many different businesses, and helped to build lasting relationships for the future. The biggest achievement is that even with
2006 being a mid term election, ACORN was still able to work and register over ½ a million people to VOTE!!!

Plans for the Future and goals for 2007-08. Many lessons were learned through out the 2006 program. While there was a
great deal of effort placed on signing up Provisional members with the VR program, there needs to be further development of
how to Implement and integrate a membership ask. Also we need to work on really integrating the Voter Registration program
into the field program. Working harder to really take the time for our part time staff to understand and see just what ACORN
does and the big picture of why we are working to register new voters. Time management of a program is a lesson to take
away form 2006. Everything from how to run a day to day program to setting a time line for a program and realistic goals
comes down to time management. The goal for Voter Registration in 2007-08 is to further develop from the lessons we
learned in 2006 and work towards our new goal of registering 1 Million NEW Voters!

   STATE             TOTAL IN STATE
     AZ                  2,663
    CA                   1,390
    KY                   1,925
    CO                   12,870
     CT                  1,102
     FL                  20,665
     IA                  1,612
    MD                   49,268
     MI                  65,624
    MN                   13,155
    MO                   65,639
    NM                   2,019
     NJ                  26,562
    OH                  129,831
    PA                  116,485
     RI                  9,540
    SC                   2,259
     TN                  9,242
     TX                  1,751
    WA                   5,837
   TOTAL                539,439

                 APAL: Continuing to testing and building models for which to activate
                         ACORN membership around political opportunities.

PAL Narrative

The PAL (Precinct Action Leader) program sought to, en masse, get members to build lists of neighbors, family and friends;
to work their list, asks included commitments to vote, membership in ACORN, attendance of events; and on Election Day
ensure that the folks on their list vote. The goal was to contact and turnout to vote 54,000 voters with members only. This
program happened in 18 cities with 25 organizers participating. Some organizers were experienced, some were new, and in
some places there was organizer turnover. During the program 1019 PAL’s were signed up, or 40 PAL’s per organizer. Most
cities started Sept 1 , 2006 so that’s 20 PAL’s a month
The categories in which the program should be evaluated are 1) Number of new members produced 2) Size of the voter list
built and moved by members 3) Work, or product, generated by the members and most important , 4) what percentage of
our voters voted. We will not have the voted results until late January.

    •    Number of members signed up
Overall the PAL program signed up 17,000 provisional members. On average each PAL signed up 18 new members each.
Where we failed was not having systems in place to turn those contacts immediately into dues paying members.
    •    Size of the voter list
On average each PAL worked a list of 51 voters, which generated on average 18 yes’s each. We know a much smaller
number of members actually did the work, as we know many members flake, so members who did work probably did more
work than reflected in the average.
    •    Work done by the members
Members generated 17,078 yes’s to vote, and made 52,000 contacts to build that yes list. About 37% of our contacts
generated a yes. On the flip side only about 11% of our lists were bad. Where we failed was getting members to register

    •   Other strengths and weaknesses of the program
Weaknesses: We did a horrible time of consistent and good data entry. We both didn’t really know what we wanted to enter-
beyond the yes’s, and we didn’t implement good ways of making the data entry happen exactly the same in every city. It’s

possible this is something that could be subcontracted out. We had a hard time getting members to own their list and work it
several times. We found that many organizers had a hard time giving a rap that organized the member into understanding the
program and taking responsibility for it. We couldn’t figure out a paper system that got data members collected into the v-
base soon enough and spit out updated lists for our members. PDA’s for members anyone?

Strengths: People have said they have not seen so many members doing work at the same time ever. That is very exciting.
In places where there were big paid canvasses, MW states, membership pieces would have been ignored. Because there
was a conscious effort and supervision around membership work during the election, our membership work shined. In some
places voters would not have been contacted if our members didn’t do it and the work they did impacted the election at hand.

                         ACORN Political Operations Recruitment Report 2005-2006

Accomplishments: 60 new hires, internship program, brand ACORN Political operations to individuals, established
relationships with various employment centers, university career centers and local ACORN offices and staff.

Goals for 2007 Recruitment Program: More human resource approach, comprehensive recruitment package, recruit
coordinator should have more interaction with ACORN, coordinator should be directly involved in hiring and termination
process, the next recruitment coordinator should have a campaign background to continue training academies, Improve hiring
of not only African Americans but Latinos and other minority groups. The coordinator works with new staff to improve retention

ACORN PO Fellowship Program:
Number of Internship Applicants: 148          Number of Fellows: 46

The Summer Fellowship Program was an intense and challenging program working on ACORN’s campaign to register,
educate and turnout voters in low and moderate-income neighborhoods. These internships provided first hand exposure to
real grassroots movements and experience on a campaign. Fellows came from various states across the country.

Career Fairs:
Number of Career Fairs: 33          Number Career Fair Applicants: 1155           Number Accepted Positions: 14

ACORN Political Operations represented itself in over 30 career fairs. Students/prospective applicants received valuable
information about ACORN and our various programs. conducted the best and most cost effective career fairs with
Xavier University (OH), Howard University, Clark Atlanta University, John Hopkins, The Ohio State University, University of
Denver, Duquesne University and UCLA being the best schools for recruitment.

Number of people who applied for positions: 3630/ Number Interviewed: 872 / Accepted: 60

Average number of Resumes: 7-15 per day                         Average per month: 242 resumes per month

PO/FM: 2078/Number Interviewed: 415/ Accepted: 26
EA: 532/Number Interviewed: 106/Accepted: 10
Tech: 349/Number Interviewed: 81, Accepted: 13
Project Vote: 161/Number Interviewed: 16/Accepted: 2
SWORD: 72/Number Interviewed: 28/Accepted: 1
PAL: 165/Number Interviewed: 41
State or Natl Management: 181/ Number Interviewed: 63/Number Accepted: 2
Work Families/Misc: 92/Number Interviewed: 64/Number Accepted: 6

Diversity: of the 60 individuals hired 32 were people of color for a percentage of over 55 percent.

Training Academies:
Number Attended: 42                 Number Attended: 17                  Number Hired: 6

We orchestrated training academies that introduced prospective applicants to ACORN, the training academies were
successful because we hired key members of ACORN Political Operations. The academy also provided us the opportunity to
“screen” applicants and meet everyone face to face.

Website Posting:

                                                                                                                          135, Democratic Gain,, were and will continue to be our main posting sites.
was the site that rendered the most resumes with Craigs list being second, Democratic gain third and fourth.

HBCU Initiative: ACORN PO attended career fairs at various HBCU’s across the country continuing to build relationships and
hire people of various races.

                                    Qualifying Minimum Wage and moving field programs
                                      That used the issue to move voters to the polls

ACORN played a role in qualifying the initiatives in all four states. We ran the petition drives in both CO and OH, taking
bottom line responsibility for coordinating the collection for the committee’s in each state. In AZ we collected largely through
volunteers and organizers. In Missouri, we took responsibility for qualifying key districts, collecting 40% of the signatures.

 State                   Sigs Needed           Total Sigs        ACORN actual sigs
                                               Collected         collected
 Arizona                            122,000            210,000              10,000
 Colorado                            68,000            131,000              21,127
 Missouri                            93,000            215,000              78,000
 Ohio                               322,899            765,000             323,000

Canvass Program

In MO we bottom-lined the whole field program for the campaign. In OH we shared the program with Working America, with
responsibility for delivering the urban target voters, while Working America worked the suburban target voters. In CO we took
responsibility for moving a universe of 19,500 drop off voters in CD 7.

 State    Contact Timeline                    Unique HH Universe      HH knocks by CSI           Canvass Size
                th      nd
         Sep. 11 -Nov 2                            304,400                253,233         Grew from 60 to 330 by Nov.2
                th       th
  OH     Nov 4 -6                                  142,000                 91,890            Avg. 438 canvassers/day
         Election Day                               56,500                 51,150                 601 canvassers
               th         nd
         Oct 4 -22                                 105,377                 101,350               77 growing to 273
                    rd         nd
         Oct 23 -Nov 2                             144,604                 186,166              269 growing to 370
  MO            th       th
         Nov 4 -6                                  144,604                 105,105              538 growing to 601
         Election Day                               67,166                 64,100                       641
         Sep. 14-Oct 23                             19,500                 19,000+               Grew from 6 to 25
         Oct 23-Nov. 2                              19,500                 19,000+                       25
         Nov. 4-6                                   19,500                 19,000+                       70
         Election day                               19,500                 19,000+                       80

    Progress Since 2004

    •    Hands down our new campaign management model allowed us to grow and sustain such large canvasses. We had
         a city coordinator and then for each 10 to 12 canvassers has a full-time field manager who were responsible for
         working with their team in the field on the doors full time. This new model of management significantly raised the bar
         in terms of PT staff retention and particularly in terms of quality of the voter contact at the door.
    •    Technology: We used palm pilots for the first time in OH this year with great success, finding that palm pilots offer
         many advantages in terms of being to have real time data on the program and being able to manage people on daily
         standards. In other states we learned new ways to use programs like maptitude to be able to better plan our
         canvassers turf assignments and walk routes to make their field time be more productive.
    •    We learned at the end of the day that we are really good at building large field canvasses but identified additional
         training and professional development areas where a training program is needed around more comprehensive
         campaign management skills like payroll systems and procedures; basic computer software training in Excel, Word
         and Outlook; turf management; data and targeting.

                            ACORN National Political Operations
                    Strategic Writing and Research Department (SWORD)
                                     2006 YE/YB Report

Nathan Henderson-James, Director, Los Angeles (14 years on staff)
Anita MonCrief, Writer-Researcher, Washington, DC (One year on staff)
Erin Ferns, EA Research and Policy Analyst, Los Angeles (Since August 2006)
Ben Spears, Writer-Researcher, Los Angeles (Since September 2006)
Laura Kyser, Policy Analyst, Boston (through July 2006)

   I. Introduction
The Strategic Writing and Research Department (SWORD) completed its first full year in 2006, having
been created in the summer of 2005. SWORD’s role within Political Operations has evolved as the
Operation itself has grown and expanded, but, in general, it is charged with providing much of the
writing and research support for Political Operations on the national level. In the wake of the
Operation’s 2006 success, SWORD’s function moving forward can best be described as a kind of
internal consulting organization to Political Operations on writing and research needs. In practice this
means providing research and policy support for the Election Administration program; PowerPoint
presentation support, development of promotional pieces, administrative support for the fundraising
work; as well as our traditional work developing funding proposals, writing reports, developing budgets,
and providing research on eligible voting age populations, voter turnout, and voter demographics.

This report will offer a short outline of the work done by SWORD to date and the outlook for 2007.

   II. 2006 Goals and Priorities
In 2006 SWORD had five main priorities: fundraising, developing local political plans, eligible voter
demographic research, presentations, and reports and other forms of telling the story of electoral
participation by ACORN members and staff.

Over the course of 2006, the Department crafted proposals for at least 16 different funders on the
national level and at least a half-dozen for local campaigns. Almost all of the work supported the
election administration and voter participation programs of various COUNCIL organizations. In some
cases SWORD provided assistance and sample boilerplate proposals to local operations to use in local
fundraising efforts, especially in pursuit of various contracts for voter contact work during important
local elections. By the end of the year, the Department’s work supported the funding of the Voter
Registration Program which registered 543,000 voters and the GOTV effort, which, through an amalgam
of various funding sources, contacted nearly 600,000 voters multiple times.

Additionally, through a joint effort with ACORN National Operations, Political Operations migrated our
database functions to DonorPerfect. SWORD has provided the administrative support to this project and

provides the on-going development associate-level of support for tracking our grant-based fundraising
for our various 501c3 voter participation efforts.

Political Plans
In the Spring of 2006, as part of an effort to provide greater support to local voter engagement programs
and help local offices plan their 2006 electoral work, SWORD worked with state Head Organizers in
FL, MD, MI, MN, OH, PA, and RI to devise a local document that could concisely and comprehensively
present that state’s 2006 electoral plan. Once compiled the plans served as boilerplate documents good
for a variety of uses. With allies like those in the various America Votes coalitions they were good for
claiming turf and showing the scope of our work. With potential investors they showed our
methodologies and where the work was to be targeted. And with political professionals they built the
credibility of the organization.

Setting goals for Voter Registration and GOTV programs requires research into the eligible unregistered
voting age population and the size of the potential voter universes. In 2006 the Department analyzed the
demographics for all 50 states and created a spreadsheet that estimated the number eligible (by which we
mean not restricted from voting by contact with the criminal justice system) citizens of voting age of
those states and an estimated number of unregistered Latinos and African Americans. Over the course of
2006 we were also asked to provide demographics on a county and even municipality level. In general
county-level data is easily generated, but city-level data is much harder to find, necessitating a range of
data manipulations and assumptions. While we can often provide numbers on the city level, we do not
feel confident about their accuracy. All of this info provided the basis for the voter registration goals that
were set for the 2006 program.

As 2006 draws to a close, we are completing the compilation of a document that will give us a list of all
the upcoming elections in every county with an ACORN office or that is on the official Expansion List.
This list includes elections at all levels and covers both primaries, generals, and run-offs. The
information on this list will be made available generally as soon as it is completed and by request until
that point.

Building on our growing capacity to create effective PowerPoint presentations, SWORD has created a
few presentations for local offices regarding their 2005 efforts, as well as having primary responsibility
for creating the Political Operations YEYB presentation. This area of expertise was under utilized in
2006 with presentations only completed for 3 states (MI, OH, and CA), but we expect that we can do
better in 2007.

Reports/Telling Our Story
As part of our fundraising role we prepare the bulk of the reports to funders regarding our
accomplishments. However, we also provide a great deal of support to a variety of efforts designed to
“tell our story” to many different audiences. Examples of this work included creating supporting
documents for cattle calls like the various Democracy Alliance meet-and-greets and the phone and in-
person meetings for the group of anonymous donors who are among the biggest supporters of our

Election Administration and c3 Voter Participation programs. SWORD also compiled all of the data and
wrote the original copy for the post-election promotional items that went out Nov. 8th.

   III.        Accomplishments
       # Produced materials for 22 funders and assorted individual donors and allies;
       # Provided demographic analyses for eligible unregistered Latino and African-American
         populations across the United States;
       # Produced several pieces analyzing our 2005 work and provided the information for the day-
         after releases regarding our 2006 electoral work;
       # Produced the local Political Plans for eight states;
       # Produced the 2006 YEYB Political Operations Operation Report PowerPoint presentation
         and three other state-based PowerPoint’s.

   IV.         Goals and Objectives for 2007
As Political Operations has grown and evolved, the charge for SWORD has evolved as well. While it
was originally conceived as a place where the bulk of the writing and research for the operation would
be centered, the quick growth of the operation and the increasing sophistication of our use of data have
necessitated the sharing of some functions. Several political organizers and political directors have
responsibility for creating reports of the work done under their leadership, as does the APAL director.
Our access to sophisticated data has take a giant leap forward through our involvement with the date
warehouse Catalist and the responsibility for delivering this data rests with the Data and Technology
Department. This department also has access to a range of consumer and demographic info that obviates
the need for SWORD to do independent research in that area.

Given these new realities, it is perhaps best to think of SWORD as an internal writing and research
consultant to the wider world of the COUNCIL’s participation in all facets of electoral participation.
However, it would be inaccurate to assume the Department works on an ad hoc basis. Despite the
“consultant” analogy, SWORD is charged with a series of standing responsibilities: demographic and
elections research, development of major fundraising proposals and supporting materials, policy analysis
support for the Election Administration program, and, broadly speaking, telling the story of the
COUNCIL’s involvement in the electoral process.

Objectives for 2007
       #   Ensure timely submission of proposals and reports to funders and allies.
       #   Provide accurate demographic research to support political field programs.
       #   Oversee the EA Legislative Tracking program.
       #   Create effective promotional presentations and materials and other support for
           communications around our electoral work.

The goals to meet these objectives are:

Goals for 2007
       # Submissions: Use DonorPerfect to ensure all necessary reports are submitted on-time.
       # Research: Add new demographics information to our voter registration research to get the
         most accurate estimates possible – including migration within a given SMSA and
         incorporation of data on incarceration; create a comprehensive list of all elections for 2007
         and then for 2008.
       # EA Legislative Tracking: Provide comprehensive bill tracking services for COUNCIL field
         staff and for allied voting rights organizations for local bills in 21 states.
       # Presentations: SWORD will take on responsibility for producing the Annual Report for
         Project Vote as well as any PowerPoint presentations needed by Operation staff in meetings
         with allies and funders.
V.     Conclusion
2006 was the most successful mid-year voter participation effort for ACORN and its related
organizations. This success has fueled increased capacity and sophistication within Political Operations.
SWORD worked diligently in 2006 to support the fundraising efforts that enabled us to reach the scale
and level of success we did (4 successful minimum wage ballot initiatives are no mean feat for anyone
and we should all be extraordinarily proud of our part in reshaping the debate around economic justice
in the United States) and provided support to the field programs for voter registration goal-setting and
presenting our programs to funders, allies, and the media.

In 2007 we look to play a similar role, but with increased sophistication and aggressiveness, especially
as we build for a 2008 electoral participation effort that is likely to be the largest ever in the
COUNCIL’s history. It looks to be a whole lot of fun.

Kick ass and take names.

The people shall rule.

Postscript on Nomenclature
There is a lot of confusion about the nature of the acronym for this department: SWORD. Notably many
people struggle mightily with the fact that no words in “Strategic Writing and Research Department”
start with “O”. To which I say: that is absolutely correct, but would you rather call for SWARD or for
SWORD? And, really, which one is easier to remember? If you are still straight-jacketed by the
hobgoblin of foolish consistency, then I would simply point out that this is a writing department and, as
writers, we are simply exercising our poetic license and claiming an “O” where there should be one, but,
due to the vagaries of English, it is sadly lacking.

On a more serious note, when I was thinking about the name of this small department in the summer of
2005, I thought of two things. First, I remembered a story I heard about an operation which had an
internal shop dedicated to generating ideas and vetting projects for their strategic value. The actual name
of the shop escapes me, but its initials were something like CPCK and everyone insisted on calling it
“Cupcakes”. As in, “better send that over the Cupcakes and see what they say”.

Second, I remembered that when the African National Congress was choosing the name for their armed
resistance wing they were careful about naming it something inspirational and in keeping with the
overall ethos of the organization. The name they chose translates as “The Spear of the People”.

So I wanted a name that was catchy and easy to remember and that captured in some small manner, the
way in which our members and staff see as the purpose of ACORN. And though we are dedicated to
non-violent direct action, many an ACORN target has felt the wrath of the people, often in their own
offices. And since I already had an S, W, R, and D from Strategic, Writing, Research, and Department, I
just went with what that suggested, sanctioned by my poetic license, and named it SWORD. As in The
SWORD Of The People.

                                     Year-End/Year-Beginning 2006
                    Project Vote’s Election Administration Program Report

•   Successfully overturned restrictions on voter registration drives in Florida, Ohio and Georgia.
•   Eliminated or mitigated “no match, no vote” policies in Washington, Maryland and Pennsylvania.
•   Helped develop and implement comprehensive Quality Control and Verification programs for the
    2006 voter registration drive.
•   Provided technical support on voting issues to ACORN legislative directors and Head Organizers in
    California, Florida, Maryland, Minnesota, New Mexico, North Carolina, Ohio and Pennsylvania.
•   Worked with ACORN communications and field departments to challenge and respond to
    allegations of voter fraud.

Program Goals
The Election Administration Program goal is to ensure eligible low-income and minority Americans can
register to vote, stay on the voting rolls and cast a vote that counts. Our work includes technical support
to ACORN legislative staff on election reform/voter suppression efforts and technical support to
ACORN’s voter registration drives. The program plays a national leadership role in defining and solving
barriers to political participation by low-income and minority voters.

Accomplishments by Area
1. Field. The EA Program placed staff in seven states to help run an effective voter registration
   program. The work included training and supporting quality control efforts, ensuring our applicants
   were placed on the voter rolls, answering legal and procedural questions, resolving problems with
   election officials and assisting in Election Day protection operations
2. Litigation. The EA Team organized litigation challenging voter registration restrictions in Florida
   and brought lawsuits in Ohio and Georgia on the same issue. All were successful. The team also
   organized a lawsuit against Washington for its “no match, no vote” policy and reached a settlement
   in Maryland on the same issue. We also submitted an amicus brief opposing an illegal purge of
   voters in Kentucky and have intervened in an important voter ID case in Arizona.
3. Policy and Research. The team researched and wrote: nine states guides to voter registration laws,
   four model election bills, six policy briefs, four legal opinions and three briefing papers for election
   officials and the media.

For 2007-2008
•   Continue to challenge voter suppression strategies, such as restrictions on voter registration drives,
    “no match, no vote” policies and voter ID laws.
•   Engage legislatures in 12 states on voting reform/voter suppression issues; monitor election
    legislation in 21 states.
•   Help advance positive election changes at the federal level in partnership with a range of
•   Lead an effort to refute the belief that widespread voter fraud justifies stricter voting rules.
•   Refine our voter registration program to take into account the lessons of 2006 so we can be even
    more effective helping low-income and minority Americans register to vote in 2008.

                                     Project Vote 2006 Report

The 2006 election was highly successful for Project Vote and our constituency. Our voter registration
program was the largest in the country, helping voters complete more than 540,000 voter registration
(VR) applications in 20 states. And we ran the largest Get Out the Vote (GOTV) program in a mid-
term election in our history, making more than 1.5 million contacts in 13 states. Our 2006 program
built on our 2004 cycle work, which registered over 1.13 million voters in twenty-seven (27) states and
targeted 2.3 million voters for GOTV activities. Since 2003 Project Vote has registered over 1.6 million
people to vote and targeted 2.9 million voters with 10.3 million contacts with GOTV messages.

In 2006, Project Vote and its local partners submitted 543,436 voter registration applications. Then,
nearly 4,000 workers made more than 1.5 million face-to-face contacts with more than 685,000 low- or
moderate-income, minority, young, and single women voters in the run-up to, and on the day of, the
November 7th election. Project Vote’s biggest programs were in Colorado, Missouri, and Ohio where
our crews were able to encourage voter participation by referencing the hotly-contested minimum wage
ballot initiatives at issue in those states..

These results show why Project Vote is the premier civic engagement organization in the United States,
an achievement built on a multi-faceted approach to voter participation: VR, GOTV, and an Election
Administration program that works proactively to increase ballot access in historically disenfranchised

Voter Registration
Project Vote’s commitment to increasing participation for our constituency starts with seeking to expand
the potential electorate through large-scale large-scale voter registration drives. Our 2006 highlights
included work in 20 states, 543,436 total registrations, and a targeted constituency of low- and
moderate-income families, minorities, young people, single working women, and New Americans. In
Ohio alone, Project Vote helped more than 129,000 voters register to vote through face-to-face

Project Vote’s methodology stresses face-to-face conversations using workers recruited from the
communities in which they work. This local approach to staffing bolsters the perception of our worker
as a trusted messenger in the targeted communities. Secondly, Project Vote invests in the development
and training of local leaders, building electoral capacity in low- and moderate-income communities.
Finally, the emphasis on personal contact allows Project Vote to ensure that the conversations our staff
have with the potential voters incorporate a short discussion about locally salient issues, making it more
likely the person will indeed register

Get Out the Vote
Because politicians listen to communities who vote, Project Vote works hard to ensure that, in addition
to getting registered to vote, people actually go to the polls. In 2006, our field staff carried out a massive
Get Out the Vote program, contacting more than 686,000 voters in over a dozen states. Combining
volunteers, paid crews, and local partners’ full-time political organizing staff, the GOTV effort reflected
our ability to carry out large-scale operations in 35 different areas, including major Arizona, California,
Missouri, Michigan, Ohio, and Pennsylvania cities.

Our issue-based GOTV program targeted some 686,796 people for an average of three contacts each.
For example, Project Vote’s GOTV workers knocked on 396,273 doors in Ohio alone. Similar to our
Voter Registration work, canvassers relate participation in the elections to salient issues in low- and
moderate-income communities, such as healthcare, affordable housing, and the minimum wage, the
latter of which proved extremely successful in multiple ballot initiatives across the country.

Election Administration
The Election Administration (EA) program is crucial because threats to voter enfranchisement are
growing more vociferous – powerful enough to halt VR drives, limit access to the ballot, and impose
restrictive data matching and purging regulations on the voter rolls. The EA program provides the
information, technical assistance, and support to serve as an integral link between registering and
mobilizing voters as well as fighting back against attempts to restrict access to the rolls and ballot. The
program includes election protection, election reform, enforcement of the National Voter Registration
Act, Voting Rights Act, and Help America Vote Act, and field staff liaising with elections officials
around voter verification.

To date the Election Administration program has stopped bad ID policy from becoming law in
Pennsylvania and remediated severe restrictions on 3rd party registration activities in Maryland, among
others, each affecting thousands of voters. Project Vote verified hundreds or thousands of our field
staff’s applications, including in Michigan, where the state coordinator met with elections officials more
than 30 times in only 3 " months in this regard. The complement to this field work is our sophisticated
work in advocacy, policy research and analysis, technical assistance, and litigation support, carried out
by our Election Administration staff.

In Ohio, Project Vote legally challenged restrictive voter registration laws. Eventually, the court struck
down Ohio statutes intended to require compensated voter registration workers to complete online
training without similarly requiring voter registration volunteers to do the same; the court also took issue
with the lack of clarity in the codes regulating voter registration activities. Since then, Project Vote has
continued to advocate with Secretary of States’ offices for directives that expand access to the franchise,
rather than limit it.

In Pennsylvania, a multi-faceted campaign of voter registration work, a field research campaign, and
advocacy with elections officials, culminated with the state withdrawing its restrictive policy of
requiring photo ID from all voters. This was the major victory for voters and voters’ rights advocates.

Project Vote has been conducting a fifty state survey examining how states are implementing HAVA’s
provisional voting requirement. We have reviewed the existing research on the subject and have
completed survey interviews with 30 states (two refused and several are exempt). This represents the
single largest effort to comprehensively review provisional ballot requirements in the United States.

Finally, Project Vote submitted written comments to the Election Assistance Commission regarding
their proposed “Voluntary Guidance on Implementation of Statewide Voter Registration Lists.” Our
comments included detailed suggestion on matching, list maintenance (purging) and public access
portals. EAC’s final document recommended public access portals using language from our comments.

Our voter registration drive, the largest in the country in 2006, totaling more than 540,000 voter
registrations, combined with work to educate and mobilize more than 685,000, helped push issues of
importance to low- and moderate-income communities into the forefront of election-season public
policy debates. We are actively building on this 2006 success to fight expected bills seeking to restrict
access to the voter rolls as well as to build capacity for the biggest voter participation program in our
history for the 2007-08 election cycle.

Appendix A:

Voter Registration 2005 - 2006
State           VR Total   State              VR Total
Arizona          2,663     New Jersey          26,562
California       1,390     New Mexico          2,019
Colorado         12,870    Ohio               129,831
Connecticut      1,102     Pennsylvania       116,485
Florida          20,665    Rhode Island         9,540
Iowa             1,612     South Carolina       2,259
Kentucky         1,925     Tennessee           9,242
Maryland         49,268    Texas                1,751
Michigan         69,585    Washington          5,873
Minnesota        13,155    Total              543,436
Missouri         65,639

Appendix B:
                    Get-Out-the-Vote 2005 - 2006
State          Universe Contacts         State        Universe Contacts
Arizona          12,464 37,392           New Jersey     30,899    51,200
Arkansas          5,000 10,000           New Mexico     17,000    51,000
California       38,750 73,000           Ohio          306,642 396,273
Colorado         19,500 76,000           Pennsylvania   41,120    90,000
Michigan         19,112 95,560           Rhode Island   23,735    94,940
Minnesota        18,225 60,000           Texas           8,000    21,400
Missouri        146,349 456,721          Total         686,796 1,513,486


                                                 Development Staff

    Gary Musselman, Housing Development Specialist      Nita Alt, Admin. Assistance
    Marilyn Perez, Director                             Susan Bryant, Development Assistance

                                    Fundraising Efforts for Loan Counseling

    City of Phoenix Neighborhood Services Department CDBG      $29,000
    Full-time Loan Counselor 4/06 – 4/07
    ACORN Housing Homeownership Classes                        $ 3,825
    Held Wednesday & Thursday evenings for FTHB
    Total Fundraising for Loan Counseling                      $32,825

                                      Fundraising Efforts for Development

    World Saving & Loan                                        $300,000
    Loan Counseling for Homeownership Development &
    Subsidy Contributions, & Loan Counseling fees
    Local Initiative Support Corporation &                     $ 5,000
    Salary Support for affordable housing

    The Arizona Housing Family Funds                                                      $ 50,000
    Salary and training support
    JP Morgan Chase                                            $ 25,000
    12/30/05 for 2006

    World Savings                                                                         $ 10,000

Arizona Charity Tax Credit                                $ 2,100
Development and Loan Counseling
Total Fundraising for Homeownership Development           $391,000

Total Raised for 2006                       $426,825

Development Activities

ACORN Beverly Homes Project
AHC AZ celebrated it groundbreaking ceremony earlier this year, and over 80 folks attended
ACORN Beverly groundbreaking. The ACORN Beverly subdivision off and on site improvements
are 75% completed. Paving, street lighting, and landscaping scheduled for completion December
17, 2006. AZ AHC secured 13 homebuyers, and 8 properties and under hard construction. AZ AHC
anticipates transferring the first eight homes in February 2007. AZ AHC will secure 10 additional
homebuyers by mid January 2007 to have 15 homes under construction at any one time. Completion
of the ACORN Beverly scheduled for June 2008 contingent upon keeping pace with 15 homes under

                                   ARKANSAS ACORN
                            YEAR END/YEAR BEGINNING REPORT
                                      December 2006

2006 Report
New Members

Full: 471
Associate: 185
Provisional: 76 (We did not record provisionals until the last month)

New Bank Draft: 338 with a face value of $3,480
Actual Live Bank Draft: 449 with a face value of $3,459

Av Number of Organizers: 5.8

Number of Neighborhood Groups: 9

Budget Size: $350,000

Number of Events: 327

Turn Out: 2,591

Growth and Expansion for 2006: We added a new group in Southwest Little Rock and established a
new chapter in North Little Rock. We recruited more Hispanic members and have begun organizing
an immigrant committee within ACORN.


Pine Bluff Living Wage: We gathered 5,700 signatures to place a living wage ordinance on the
ballot for the November election. We won with 69% of the voters supporting living wage. We are
now monitoring the city to see that the ordinance is implemented.
Minimum Wage: ACORN played a major role in winning an increase in the state minimum wage to
$6.25 per hour.
Tenant Organizing: We won improvements at Our Way Apartments, a complex for disabled people.
We also negotiated improvements in a complex located in West Little Rock.
Immigrant Organizing: ACORN played a major role in organizing the April and May marches for
immigration reform in Little Rock. We also organized a coalition that successfully lobbied Senators
Lincoln and Pryor to support comprehensive immigration reform.
Neighborhoods: Levy ACORN won a resolution from the City of North Little Rock to call on the
Highway Department to hold a hearing on noise pollution from I-40. We won improved police
service in the McClellan neighborhood. In Warren to Mann we won some improvements to Thom
Park. Wakefield ACORN won improvements to their neighborhood park. In Pine Bluff we won
some improvements to a senior center from the Parks and Recreation Commission.
Katrina: We formed a small chapter of the Katrina Survivors Association that met regularly and
participated in national campaign activities.


ACORN members conducted interviews and made endorsements in the primary and general
elections. We actively campaigned for candidates for Governor, Lieutenant Governor and Attorney
General. Both Pine Bluff and Little Rock made endorsements in local races. Victories include:
Jefferson County Sheriff – Members helped elect the first African-American sherrif in Jefferson
Living Wage – Pine Bluff ACORN members mounted a great campaign for a living wage ordinance
for city workers and contractors. We are the first city in the mi-south to have a living wage policy.
Pine Bluff City Council – We won an additional pro-ACORN seat on the City Council. There are
now five African-Americans on the Council.
Little Rock School Board – We endorsed and worked for candidates in Zones 6 and 7 on the Little
Rock School Board. We helped defeat Chamber of Commerce backed incumbents in both races
giving African-Americans a majority on the school board.
Jail Tax – We helped lead a coalition that successfully a proposed sales tax to expand the Pulaski
County jail.
We did suffer a serious set back politically by losing our two seats on the Little Rock City Board of
Directors. Both of our incumbent ACORN City Directors were defeated. Genevieve Stewart’s race
was decided by only 7 votes. Both served two terms on the Board.
Little Rock Change of Government Petition – We are part of a coalition that is working to eliminate
the at-large positions on the City Board and to strengthen the power of the elected the Mayor. We
have gathered around 4,000 signatures to place the proposal on the ballot. We will use this
campaign to begin to rebuild our involvement in city politics.

We held regular state board meetings, but did not build our county boards. We did increase our core
of active leaders, but not by much. In Jefferson County a small core of ACORN volunteers did great
work on living wage and in the primary and general elections.

Free Tax Site, Benefits Center, Housing

We opened a tax site in Pine Bluff. We more than doubled the returns completed in Little Rock. We
stayed open until October 16. We got a late start with our benefit screening program, but the phone
has started to ring off the hook. During the first week of December we saw around 10 people per
day. Our homebuyer program finally secured a contract with the city of Pine Bluff and is still
working on a contract with the city of Little Rock. We did not get funded for fair housing work this
year from HUD. We believe they made a mistake in the scoring process. We will need to find
additional resources in 2007 to support the ACORN Homebuyer program in Arkansas.

Goals for 2007
New Members
Full: 700
Associate: 350
Provisional: 1,000

New Bank Draft: Increase actual bank draft to $4,500 per month.
Renewals: Develop a systematic monthly renewal program to renew 360 members converting 120
to bank draft.

Av. Number of Organizers: 8

Active Chapters: 15

Budget Size: $450,000

Turnout: 3,000

Growth and Expansion: Build chapters in two new Arkansas towns.

Campaigns: Develop one new living wage campaign. Move campaign on state EITC using our tax
sites. Develop and move citywide campaigns in Little Rock and Pine Bluff. Move a neighborhood
campaign in each local chapter. Move on housing/lending campaign.

Politics: Do fundraising drives for APAC and the Clean Government PAC. Gather 10,000
signatures on the change of government petition in Little Rock. Work with members to develop an
APAC that meets regularly and makes plans.

Vita/Benefits Center: Complete 750 returns and screen 600 people.

Housing/Financial Justice: Do fundraising to rebuild capacity. Close 50 loans. Hold monthly
financial justice seminars.

   Leadership: The Board has approved a schedule of monthly statewide leadership training events.
   Move 25+ to these trainings each month. Build county boards in Pine Bluff and Little Rock.
   Develop functioning APACs and Fundraising Committees. Build an immigrant issues committee.


   Goals                    2008          2009          2010           2011

   New Members
   Full                     850           1,000         1,150          1,300
   Associate                450           550           650            750
   Provisional              1,200         1,400         1,600          1,800

   Active Bank Draft        $6,000        $7,500        $9,000         $10,500

   Organizers               10            14            16             20

   Active Groups            18            20            25             30

   Budget                   $550,000      $650,000      $750,000       $850,000
California ACORN YEYB Report 2006-2007
California Staff
   • Derecka Mehrens, California Head Organizer
   • John Jackson, Strategic Initiatives and Say Yes to Children Network
   • Tatiana Siegenthaler, Legislative Coordinator
   • Corina Vasaure, AISJ Education Coordinator
   • Joanna Rooney, Administrative Director
   • Christina Livingston, Recruitment
   • Luis Rocha, Interview Setter
   • Colleen Leggett, Grantwriter
   • Marina Delgado, Political Field Director
Regional Organizers
   • John Eller, San Francisco Head Organizer
   • David Sharples, San Mateo County Head Organizer
   • Anthony Panarese, Oakland Head Organizer
   • Alejandra Arostegui, San Jose Head Organizer
   • Peter Kuhns, Los Angeles Head Organizer
   • Victoria Samaha, San Diego Head Organizer

Numbers for 2006
  • New Full – 2870
  • New Associate – 999
  • New Provisional – 3661
        o Total: 7,530
  • # Organizers – averaged 31.6 on the charts throughout the year.
•   Budget -- $3,000,000
•   Growth and Expansion for 2006
       o No new office growth this year
       o San Mateo ACORN expanded to Daly City and San Bruno
       o No other new cities were organized in other offices
       o Don’t yet have a canvass operation
       o No new constituency organizing
•   Turnout – 21,017 according to stats
       o Largest statewide event – 300 by LA ACORN for minimum wage rally in Spring
       o Largest event in state all year – San Diego Immigration march (100,000 where
          we co-coordinated the March Coalition and press)
       o Statewide lobby day turned out 100 people

Campaigns and Politics

ACORN endorsed the following bills:
1. AB 1835 & SB 1162 (Lieber & Cedillo)
 Minimum Wage Increase According to the
Cost of Living
2. SB 1209 (Scott)
Omnibus Teacher Workforce Bill
3. SB 1124 (Torlakson)
Teacher Training, Recruitment and
4.SB 1433 (Torlakson)
CA Teacher Leadership Program
5. AB 2511(Jones)
Land Use: Housing
6. AB 1169 (Torrico)
 60 Days notice bill
7. AB 774 (Chan)
Charity Care
8. AB 2562 (Saldana)
Condo Conversion: Tenant Notification
9. SB 1534 (Alarcon)
Universal Application for food assistance
programs, child chare
10. AB 1676 (Ducheny)
Condo Conversions: 180 Days notice
11.SB 1510 (Alquist)
 Reform to the School Accountability Report
12. AB 583 (Hancock)
Clean Money Campaign
13.SB 1609 (Simitian)
Reverse Mortgages
14. AB 2861(Ridley-Thomas)
Lead Abatement
15. SB 1800 (Ducheny)
Solving California's Housing Affordability
Crisis, Local Control over Zoning
16. OPPOSITION TO AB 2840 (Benoit)
Automobile Insurance
17. (later) AB 1331 (Nunez)
Mayoral control of LA Unified School

Our top priority bills all passed and were signed into law:
AB 1169 (Torrico): This bill will restore the law that expired on January 1, 2006. This
bill will give tenants a 60 days notice for a no-fault eviction. Tenants will receive the 60
days only if all the occupants have resided in the dwelling for more than a year. This law
will sunset in January 1, 2010.

AB 1835 (Lieber): The minimum wage will increase from $6.75 to $7.50 on January 1,
2007 and $8.00 an hour on January 1, 2008. For full-time earners, they will receive a
$2,600 raise in 2007 and a $4,160 raise over two years. This is the highest increase in
California since 1988.

 AB774 (Chan): It would ensure that uninsured patients within certain income limits
(under 350% of the federal poverty level--$34,300 for a single person, $58,100 for a
family of three) would not have to pay more than the Medicare, Medi-Cal or worker's
compensation rate. It would ensure hospital patients get information about the
consumer rights and financial options,
and place a moratorium on them being sent to collections. Low-income patients will no
longer have wage garnishment and liens on primary residences as part of the
collections efforts of hospitals.

SB 1209 (Scott): It ensures that all teachers are successfully hired, and that they
receive quality training, mentoring and support. This bill will also help to attract and
retain teachers, in order to prevent a teacher shortage crisis due to the retirement of
100.000 teachers in the next
AB 1381 (Nunez): Grants LA Mayor governance over certain items in LA Unified

This was an election year for the Governor and the year after he got his butt kicked by
labor. He came out early in January saying he supported a minimum wage increase and
would work with the Democratic leadership to pass huge infrastructure bonds to
reinvigorate economy and deliver needed services for the state. We worked closely with
the California Federation of Labor on minimum wage – delivered all the minimum wage
workers throughout the year who spoke in committees, at hearings and press
conferences. We agreed to axe indexing after a deal was cut with the Assembly majority
leader and the Governor – denying us Democratic support on the issue. We argued to
labor that we could call Nunez’s bluff – make the Governor look bad and have him veto,
but we were not sufficiently persuasive. Governor signed the bill in front of our Los
Angeles ACORN office – ACORN spoke.

Education Campaign
We continued our statewide campaigns on school finance reform and teacher quality,
securing a shared grant with PICO California and two other advocacy organizations in
the state for $800,000 for 12 months from the Williams and Flora Hewlett Foundation.
Last year, the Governor, the State Superintendent, and the Assembly and Senate
majority leaders requested a non-partisan series of reports be commissioned to study
the real cost of a high quality education for Californians students. The studies are
scheduled to be released in the Spring of 2008 and will likely lead the charge for major
reforms of the school finance system in the state. For the past 6 months we have been
conducting leadership development and trainings with community members in 10 school
districts on budget issues and school finance – capacity building for a parent-led
response to the studies.

We were the only community organization invited in January of 2007 to speak at the
Senate Education Committees special hearing on teacher quality – leading to our being
asked to participate in the stakeholders discussions which resulted in more than
$22,000,000 in appropriated funds to improve teacher quality in the poorest performing
schools in the state. Senator Jack Scott, author of the omnibus bill SB 1209,
participated in an event in Los Angeles with ACORN in support of the bill. In the
stakeholders meetings we advocated for, and won, improvements to the teacher-mentor
program in the state, including requirements that veteran teachers have at least 7 years
experience and be trained in a qualified mentor program, increasing the pay for veteran
teachers to an additional $6,000, and ensuring that veteran teachers participating in the
state mentor program commit to 5 years in a Decile 1-3 school.

This year was the year of education. The Senate sponsored bipartisan legislation on the
issue of mal-distribution of resources that ACORN and PICO California butted our way
into the negotiations around. Additionally, the CTA and the Governor settled their
dispute over education funding resulting in $2.9billion being reimbursed to the
Department of Education. The settlement requires that these funds be used in Decile 1-
2 schools for class-size reduction, reduction of the student to counselor ratios, other
teacher supports. This money is going to go to the highest need schools, and ACORN
has been working with the CA Department of Education in their stakeholders sessions
about how to best distribute the money.

In the Spring, APAC members met and interviewed in various statewide races in
California. Because the state legislative districts are severely gerrymandered, the
majority of the statewide Assembly and Senate races are fought in the primary election,
not the general. APAC voted to endorse the following:

Governor - State Treasurer Phil Angelides       Won primary lost general
Lt. Governor - No Endorsement
Secretary of State - Dual:State Senator Debra Bowen & State Senator Deborah
Ortiz      Ortiz won primary and general
Attorney General - Oakland Mayor Jerry Brown He won primary and general
State Treasurer - Attorney General Bill Lockyer   Won primary and general
Supt. of Public Instruction - Incumbent Jack O'Connell Won prmry and gnrl
Controller - State Senator Joe Dunn
Insurance Commissioner - Lt. Governor Cruz Bustatante Won prmry lost genrl
Assembly District 16 (Oakland) - Dual: Oakland City Attorney John Russo &
Trustee Sandre Swanson Swanson won in Primary and General
AD 45-Los Angeles: Dual: UTLA Rep Kevin De Leon & Non-Profit Director Elena
Deleon won primary and general
AD 48 (Los Angeles) - Civil Rights Attorney Anthony Willoughby
AD55 (Long Beach) - Community College Trustee Warren Furutani
Senate District 6 (Sacramento) - Mental Health Commissioner Darrell Steinberg                                                                  won
SD 20 (Los Angeles) - Assemblywoman Cindy Montanez lost primary
SD 26 (Los Angeles) - Assemblyman Mark Ridley-Thomas won both

In November, ACORN took the following positions on statewide ballot initiatives:

Proposition 1B would raise $19 billion for transportation and air quality improvements such as reducing congestion on the highways, roads
and ports, retrofitting bridges and improving public transit. The majority of the money goes towards highway related projects and for
improvements to local transit services, such as purchasing new buses and rail cars. Our members are concerned that this money will not
increase the amount of public transportation in our neighborhoods and believe that this is too large a sum that could be directed elsewhere.

Proposition 1C would borrow $2.85 billion in bonds to pay for more housing in urban areas that is located close to public transit. It would
also Provide low-interest loans and/or down payment assistance for families seeking to purchase a home for the first time. It would build
and improve rental units, such as apartment buildings and it would increase the number of homeless shelters in the state and create better
housing for farm workers. We believe this bond reflects the ACORN platform and our community’s priority for more affordable housing.

Proposition 1C would borrow $10.5 billion to construct and modernize buildings for elementary, middle, junior high and high schools,
community colleges, California universities and state colleges. K-12 schools would receive $7.3 billion. The money would be used for
earthquake retrofitting, new construction of buildings, alleviating the overcrowding in certain schools, and to create more vocational and
technical schools. We support this because we recognize that our children learn better in functioning and well-repaired classrooms.

Proposition 84 is a bond initiative that would borrow $5.4 billion. The majority of this money would be used to maintain water projects in
California. The rest of the money would be used for flood control projects, to plan for California’s future water needs and for a variety of
conservation projects to protect rivers, streams, lakes, beaches, and increase the number of parks in California. We believe that borrowing
money for this effort is not a good choice, the other bonds on this ballot are more worthwhile use of our tax dollars.

Proposition 86 would increase the price of a pack of cigarettes by $2.60. Hospital emergency rooms would be given money so that they can
stay open, and there would be more money to research cures and ways to prevent certain cancers. It would also provide health access to
more children who are eligible.

Proposition 87 asks the voters to approve a tax on oil companies in California. The tax will not be passed to consumers because it would be
against the law to do so. The goal of this initiative is to reduce California’s dependence on gasoline and diesel fuel by 25% over the next 10
years. Each barrel of oil will be taxed 1.5% to 6% of the cost. This money will be used to research and expand alternative energy options
such as solar and wind power. It would fund programs to train new workers, including grants for low-income students.

Proposition 88 would establish a tax on property owners to raise money for school books and smaller classrooms. The money would be
raised by passing an annual $50 property tax paid for by homeowners, small and medium business owners and corporations. Schools that
would qualify for the funding would be schools with API scores between 6-10. Many schools in low-income and minority communities
have lower API scores. We are concerned that this tax will hurt low-income residents and that our schools will not receive funding.

Proposition 89 would set restrictions on the amount of money an individual, corporation or other group such as political parties and
committees, can donate to a particular candidate. It also sets restrictions on the amount of contributions that candidates can spend to support
or oppose a particular ballot measure. It taxes corporations to establish a state fund to give money to candidates that have met certain
requirements for their campaigns.

Proposition 90 would make it more difficult for cities to use “eminent domain” to build housing, establish a community garden or to create a
park. It would instead allow property owners or developers to seek compensation from city government if they believe city laws have
reduced the value of their property. Using this businesses could tie the city up in very costly lawsuits for things like inclusionary zoning,
liquor store regulation, etc. We believe that the cities may lose money that could be used in improving our neighborhoods.

California over the course of two months took on the task of contacting low to moderate income
minority voters across the state. ACORN members dedicated themselves as volunteers and
worked hard to contact the family, friends, and neighbors about the importance of voting on
November 7th. Individual offices can report on their work, but the statewide scope of work
encompassed 8 counties, 482 precincts, and 112,438 voters targeted. 654 volunteers were moved
to do GOtV work across the state.

Leadership Development
Our Statewide Board voted in new leadership in Spring, electing a new Chair, Co-
Chairs, Secretary and Treasurer. The Board continues to meet quarterly and has
improved the quality of meetings and content, though we have more to go. The last
Board meeting in November was attended by 28 members, up from our Board meeting
a year ago attended by 17. The growth of the board has led to disparate experience
levels within the organization, more leadership trainings need to happen at Board
meetings and before Board meetings to bring folks up to speed. The Board has begun
asking for written reports before the Board meetings, a good things. A number of
committees have been formed this year, though we have yet to figure out a way to
make them fully functional. There is a commitment from many members to work on this
in 2007.

Numbers for 2007
Organizing Staff
   • New Full – 4,320
   • New Associate – 4,800
   • New Provisional – 9,600
Tax Preparation and FJC
   • 9,500
   • 5,000
         o Total: 33,220
   • # Organizers – ave 40 throughout year.
   • Budget -- $4,000,000
   • Statewide grantwriting goals
         o 125 proposals submitted for $2.5 million in requests
         o 20 funded for at least $400,000
         o Secure CA Endowment, Irvine Funding for additional $350,000 minimum
   • Growth and Expansion for 2008 (not finalized)
         o Kern County staffed
         o Monterey Tri-County
   • Turnout – 50,000
         o 1,000-1,500 at CA Statewide Convention in Summer

Numbers for 2008
Organizing Staff
   • New Full – 5,400
   • New Associate – 6,480
   • New Provisional – 10,800
Tax Preparation and FJC
   • 13,500
Canvass (3 FTE Directors)
   • 15,000
Total: 51,180
   • # Organizers – ave 45 throughout year.
   • Budget -- $4,500,000
   • Growth and Expansion for 2008 (not finalized)
          o Riverside County
   • Turnout – 60,000
          o 500 at National Convention

Numbers for 2009
Organizing Staff
   • New Full – 6,000
   • New Associate – 9,000
   • New Provisional – 15,000
Tax Preparation and FJC
   • 17,600
Canvass (3 FTE)
   • 15,000
Total: 62,600
   • # Organizers – ave 50 throughout year.
   • Budget -- $5,000,000
   • Turnout – 75,000
          o 2,000 at CA Convention

Numbers for 2010
Organizing Staff
   • New Full – 7,260
   • New Associate – 9,900
   • New Provisional – 16,500
Tax Preparation and FJC
   • 20,000
   • 15,000
Total: 68,660
   • # Organizers – ave 55 throughout year.
   • Budget -- $5,400,000
   • Turnout – 85,000

Numbers for 2011
Organizing Staff
   • New Full – 7,920
   • New Associate – 10,800
   • New Provisional – 18,000
Tax Preparation and FJC
   • 20,000
   • 15,000
Total: 71,720
   • # Organizers – ave 60 throughout year.
   • Budget -- $5,800,000
   • Turnout – 100,000

Oakland ACORN-2006 YEYB report
    •    Numbers for 2006

Full:          383

Assoc: 225

Provisional: 234

Total: 842

Bank Draft Growth:

# of Organizers: 44 throughout the entire year

# of active neighborhood groups: 5

budget size:

turnout #s:

    •    Growth and Expansion for 2006
            o geographic, constituency, canvass?, etc.

Campaigns and Politics

In 2006 we worked on the following campaigns:

    1.    Inclusionary Zoning

    Oakland ACORN co-coordinated a broad coalition with PICO to pass an inclusionary zoning
    ordinance for Oakland. This would require a 15% overall ordinance ranging from an
    average of 60% of the area median income for rental opportunities and an average of 100%

for homeownership opportunities. We got this to a vote at the City Council. The council
voted 4-4, the tie was later broken by Mayor Jerry Brown against passing the ordinance.
Instead Brown and opposition council members moved to have our proposal “studied.” We
are working directly with the mayor-elect to have both ACORN and coalition members on the
commission that will study this proposal. Our goal is to bring this issue back to council to be
passed by spring of 2007.

2.   Condo Conversions

In less than 1 month Oakland ACORN co-coordinated another broad based coalition that
successfully defeated the passage of a very crappy condo conversion ordinance. This
ordinance would have increased the amount of allowed conversions in Oakland to 500 per
year. Our pressure was noted as a key reason the vote was killed.

3.   City Council Campaign

APAC members did two waves of mobilizations for a challenger-candidate in a city council
race in Oakland. Memebrs mobilized for the spring primary-an average ot 10 members per
week for over 5 weeks helped place the candidate within 729 votes of winning in the

Despite a similar effort in the fall, APAC and CSI, both working independent of one another
were unable to help secure enough votes for the candidate to win. She lost by a little less
than 800 votes to the incumbent.

4.   Neighborhood Campaigns:

       •   Tenant’s Rights:

       1. We won a major settlement in a 3 building complex where 13 ACORN members
       2. ALL of our members won a cash settlement-it ranged from $4-11,000 per family
       3. The owner made over $65,000 in repairs to the unbelievably crappy conditions
          that existed before we organized there
       4. We also began a second slum lord campaign on a 52 unit complex-we won a
          series of mass inspections for all of the apartments
       5. we also won commitments from the County to conduct blood tests for lead
       •    Liquor Stores

       1. Forced one terrible store to stop selling booze altogether
       2. Won major improvements including increasing lights, enforcing no loitering and
          closing early at another 4 stores
       3. Won a commitment from the City Attorney’s office to kick off a campaign that
          would prohibit the sale of booze at stores within 600-1000 feet of a school site
          during school hours-we will be implementing this campaign on Jan. of 07
       •    Neighborhood improvements

           1. We won a ton of things-ranging from monthly clean ups of illegal trash and
              blight reduction in 2 neighborhoods
           2. Speed bumps

               3. A bunch of traffic calming signs/stop signs, etc in one east Oakland
                  neighborhood, etc..
           •   Education

           1. We have partnered with the local PICO affiliate to address the issue of teacher
              retention within Oakland’s public schools-we held a 45 person focus group that
              included 8 teachers, 3 of them in their second year, came together to talk about
              why teachers leave.
           2. The longterm goal of this is to develop a parent/teacher lead recruitment and
              retention program as well as the development of a more productive teacher-
              mentor program

Leadership Development: We’re unfortunately losing three very active board members. Our
plan is as follows:

Hold a local/regional leadership training every three months

Hold monthly issue-based trainings on education/violence prevention

Send no less than 3 NEW and 2 OLD leaders to the Leg Conference

Send no less than 5 NEW leaders to leadership school this July

   (See excel sheet for 5 year goals)


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Staff:         John Eller, Head Organizer
               Grace Martinez, Lead Organizer
               Rodolfo Vargas, Organizer
               Samuel Davidson, Organizer
               Barbara Crittle, Organizer
               Laura Godinez, Benefits Supervisor

    •    Numbers for 2006
             o # of new members
                     ! Full= 662
                     ! Assoc= 129
                     ! Prov= 1456
                     ! Total for year= 2,247
                     ! bank draft growth (total and for year) = +$1,100
                     ! # of organizers= 4
                     ! # of active neighborhood groups = 5
                     ! budget size = $560,000
                     ! turnout #s = 900+ for year, average of 72 per mo
    • Growth and Expansion for 2006: geographic, constituency, canvass?, etc.
2006 was a major growth year growing from around 1,600 members at the beginning of the year
to a total of 3,764 in the database at current count. Much of our growth can be attributed to a big
membership push during the tax season where over 3,800 clients came through 5 different tax
sites. We were able to staff 2 of the tax sites with organizing staff and joined a large number of
members as full and associate members.
Because of the Tax Program, we were able to build a citywide membership and also joined a
number of new members from San Mateo County to begin seeding future organizing. Through
two election campaigns, we have over 1,000 provisionals that are not included in our stats and
have not been input in to the database.

Growth Goals 2007: We have set a goal of bringing in 5,000 clients through 6 tax sites in the
first quarter of 2007. This coupled with hiring and training organizing staff and intake workers
to join every one should enable us to Join at least 1,500 Provisional; 1,500 Associate and 1,000
Full Members during the tax season. Post Tax Season, we will expand in to other districts and
utilize a canvass crew to supplement organizing. Our focus will be on our 6 core chapters to
further institutionalize ACORN in these last remaining low income neighborhoods. As we grow
larger, our challenge will be retaining the bank draft income and informing a growing largely
middle income base that is consistently bombarded with multiple groups surveying or informing
them about something. To accomplish more of an institutionalized presence in the city, the
Board has decided to focus on the following goals and strategies:
     • 10,000 Piece mailing each month in a political postcard format
     • Auto message to members one time per month
     • Signing up members for free email accounts goal of a 7,000 monthly email alert to
         members and allies.
     • New Member Orientations with average of 50 NM / Month with goal of # becoming
         block/precinct captains.
     • Developing an ACORN Community Action Leader Program where members are given
         awards based on joining other members, outreach, gathering information and turnout.
     • Quarterly Big Turnout Events with at least 200 people to move a quarterly agenda.

Growth Goals in 2008 to 2011

Growth Plan                      2008              2009              2010            2011
Tax Season                       3500              4000              4500            5000
YR Ben Ctr                       1000              1500              2000            2500
YR Canvass                       3000              3500              4000            4500
Organizers                       1000              1180              2360            2540
Members through ACAL             600               900               1200            1500
TOTAL PER YEAR                   9,100             11,080            14,060          16,040
TOTAL MEMBERS                    19,100            30,180            44,240          60,280
Retention/Turnout Plan
Monthly Mailing                  30,000            40,000            55,000          75,000
Email List                       30,000            40,000            60,000          90,000
ACAL/APAL Captains               280               320               500             700

   •   Campaigns and Politics

After 2 elections in the last six months we have some time to focus on chapter work and political
capacity building to gear up for November 2007 Mayor race and parcel tax for teachers and
classroom support. IRV will be in place for this race as well as a number of ballot initiatives.
We are considering crafting one that gets us engaging District 10 and 11 voters so that we are
well prepared for 2008. We are the go to group for District 10 and 11 and have been working
more of Districts 9 and 5 to have a stronger presence in two communities that are rapidly
gentrifying. Our plan to move an ACAL program that creates block and precinct outreach
volunteers will be in full swing by the end of April. Our aim is to test these members in outreach
around service delivery and then do some additionally trainings to have them able to

communicate issue based organizing. From here, the third phase will be to move them to
APALS when for the Mayor’s race in November.

Regarding campaigns, we had some good ones this year and we are well positioned to be prime
movers and shaker-uppers in the next year.

Health: Last year (’05) we saved health clinics. This year we provided the field experience to
win a form of universal healthcare. David Sharples staffed the leadership on the campaign with
leader Gisselle Quesada. Using the tax program to survey people on health needs, we were able
to build a quick base, identify members who could put a face on the problem, and move
numerous members on multiple fronts to move the key supervisor and win the campaign. Giselle
was appointed to the Mayors select committee and ACORN was the key organization attributed
with winning health care for over 80,000 workers. The Restaurant Association here (GGRA) has
sued on the basis of ERISA (federal preemption) and now the test will be wage a strategic
campaign that pits all downtown and organized business community against organized labor and
our base. We are looking at other ways to cut in to their profits as pressure points to drop the suit
which is only about the extra $1.60 they have to pay per hour for workers for healthcare.
Depending on the lawsuit, in 2007 we may be looking at some additional funding streams we
can win from downtown to further boost our community free health care system. A sure fight
will be around stopping the closure of a non profit hospital that serves our communities and
winning further health based programs/nurses in the schools as part of our education work.

Benefits/EITC: We have positioned ourselves as the primary group for EITC with the
Treasurers office and other key players in the city. This program has been our most effective
base builder and resource generator. We have made major headway with a number of key
foundations and we look to raise nearly $200,000 in the next year to support base building.
With the leadership of Laura Godinez in our office we have identified other opportunities to
develop organizing opportunities. Already we have won rental assistance and are now working
on immigrant rights issues. We have a model parternship with the county human services
agency and will be operating a total of 6 sites this year, 5 out of their One Stop Centers. HSA is
working on providing us with volunteers and outreach to their over 60,000 clients. The
Treasurer has created the Bank on San Francisco program to get people more bank accounts and
financial literacy training and we are a primary partner here. SF Credit Union has developed a
RAL product for us and offers our Members free bank accounts. We continue to have credit
classes and will be expanding our program to weekly classes around a variety of subjects as
gathered from surveys during tax season. This year we served over 4,000 clients (3,800 during
tax season). 2007, we intend to serve over 6,000 (5,000 during tax season) and continue to use
this as a citywide base building program. The Board has decided to focus on school sites as
benefits centers and monthly meeting places in order to grow our education work, so by mid
year, we intend to have Benefits Centers in at least 8 neighborhood school sites.

Violence: Our violence campaign has finally made big strides. After a year of actions and now
with support from the Haas Fund, we have been working on an inside strategy with the Mayor’s
office to develop a local version of Ceasefire that would be a hybrid of Chicago and Boston

Land Use: The real power in the city is around land use and how to expedite private housing
construction that maximizes affordability and access by our base. The city holds up projects in
order to cut development deals that traditionally have not helped ELI families. Organized Non-
profit developers win big money from the city but also take years to pull together projects that
result in still unaffordable units. Public Housing has large prime properties with housing that is
in horrible condition. Grace’s work has focused on developing a community benefits agreement
for a Redevelopment area in the heavily industrial Bayview community as well as organizing a
stronger base of housing tenants who have won numerous health and safety repairs to public
housing units. We have been building a coalition of the key community stakeholders, the
Building Trades, Public Employees Union, UNITE HERE, UHW and the labor council who have
a huge number of members in this part of town and are faced with many of them being gentrified
out. We have retained a leading land use atty who has designed Community Benefits
Agreements for LAANE and many other jurisdictions as well as agreement to work with Urban
Strategies Council who worked for the Redevelopment Agency. Our plan will be to create a
model agreement and 5 year land use plan that we can raise significant resources around and
move strategic campaigns around.

   •   Hope SF: the Mayor has made announcements for a local Hope VI program but there have been
       no details. He is up for election in Nov 07 and we have the chance to craft what this program
       looks like in terms of private development on public housing land.

   •   Rental Assistance / Local Section 8: We helped win over $2.5 million in rental assistance
       funds, should be winning a significant grant to do tenant outreach, and expect to move even more
       money through the Budget cycle this year to expand a local rental assistance program. Our goal
       will be to use our benefits centers set up across the city as entry points to organizing housing
       tenants. We have already compiled a list of over 7000 Section 8 tenants and will start to build a
       list of families who make up the over 25,000 waiting list. 2008 and 09 will serve to further
       institutionalize this program with other dedicated funding sources.

   •   Private Development: Pvt Developers have approached us to offer us units and space if we can
       push their permits forward through planning and building. With 30,000 units being planned in
       the next 5 to 10 years, their loss of significant money waiting 3-5+ years for approvals and
       construction offers us an opportunity for winning many truly affordable ownership and rental

Budget: This past year has been trying to understand what many other groups have figured out.
Every year in January and February, coalitions of groups start organizing around budget requests
for that benefit them rather than our communities. This year we won nearly $1 million in
Violence prevention based funds for schools and rental assistance funding and just negotiated out
$75k to support our EITC program. This year we intend to be more strategic, using the working
families platform to move larger budget requests to our program.

Schools: Through two successful elections in the last 4 years, we have positioned ourselves to
be the primary community partner with the teachers union. After a couple of organizing
meetings between our respective members we have come up with a urban schools reform plan
that will lead to a parcel tax most likely in Nov 2007. Our political work this past November
resulted in winning a seat for our candidate for school board; convinced them to raise money for
us; and agreement to support 2 ACORN Members for school board in 2008. We are still trying
to get a handle on our organizing work and have not quite navigated the busing system that has
both hurt the neighborhood schools work and failed to desegregate. Building a base we can move
and starting school site organizing with parents and teachers are our next steps. 2007 is winning
the parcel tax. 2008 is winning 4 seats on school board and opening an ACORN school or at
least a grouping of schools that are connected to an ACORN Platform with an organizing

Working Families: to further position ourselves as the go to organization on jobs, housing,
healthcare, schools and benefits, we will be moving a local training, marketing and turnout
campaign that includes a member to member survey program, monthly mail, and regular email
alerts. By Summer 07, we expect to have this soft contact piece align with a hard contact
program with a canvass and member captain system.

2008 is the critical year for San Francisco ACORN.
    2 Assembly Races / 1 Senate Race: We have already been approached to help with a
candidate for Senate and we are interested in helping an ally win an Assembly Seat.
    6 Supervisor Races: Odd Districts are up and we have chapters in 5, 9 and 11. By 2008 we
plan to have a chapter in Dist 1. District 11 is our oldest turf and most familiar that we work
each election. We also have our strongest leadership here. We are considering running a
member for Supervisor in 2008.
    4 School Board: We jumped in to the fray this Nov election for School Board and
strategically jumped out after testing the waters and making a few deals. The primary member
we ended up endorsing won because of our work and we are viewed as a partner of the Teachers
union. We have already received commitments to support 1 or 2 members for school board in
2008 when it is an open race.

Growth Plan                     2008               2009              2010            2011
Tax Season                      3500               4000              4500            5000
YR Ben Ctr                      1000               1500              2000            2500
YR Canvass                      3000               3500              4000            4500
Organizers                      1000               1180              2360            2540
Members through ACAL            600                900               1200            1500
TOTAL PER YEAR                  9,100              11,080            14,060          16,040

    • Leadership Development
We have a strong group of leaders and board members and a huge new base of membership for
the year, but have a need for growing our mid level leadership. We have 3 or so leaders who
could run for office and have been extremely effective in the many coalition level work we do.
We have a large and growing latino base and new leadership that needs further development.
Our goals in 2007 are to channel the large number of members who join during tax season in to
new member orientations that develops 25% of them as community action leaders (ACAL) who
plan quick hits, join at least 5 new members a month and monthly provide information for their
block or precinct. We are also developing a deeper training program that will lead to a political
leadership development program for 2008 elections.

San Mateo County, California 2006 YE/YB Report

Head Organizer: David Sharples

Field Organizer: Dan Belsky

Field Organizer: Camille Tuason Mata

                                                      2006 (Actual)
# of Members (all types) per Org per Month                        49
# of Members (all types) per Canvasser per Month
Total # of Full Members                                          224
Total # of Associate Members                                      71
Total # of Provisional Members                                   292
Total Members                                                    587

Canvass Directors on Staff
Organizers on Staff                                                   2
Head Organizers on Staff                                              1

Field Staff
Field Staff Devt/Recruitment
Field Fundraisers
Field Part-Time Canvassers FTE (meaning each is .5)
Field Membership Development
Field Leg/Pol Directors
Field Administrative Director
Field Administrative Assistant
Field Full-Time VITA Staff FTE
Field Part-Time VITA Staff FTE

Total Employees                                                       3

Bank Draft
Actual November Deposit (from Final Nov. worksheet,
attached)**                                                       140
# of members on Bank Draft                                         14

Neighborhood Chapters
# of Active Chapters                                                  2
# of Inactive Chapters

# of Monthly Events                                                41
Average Monthly Turnout                                            78
Largest Turnout Event #                                           130

Annual Budget Size                                         $30,000.00

                                                      San Bruno, Daly
Expansion -- new turf, cities, counties?              City

Membership Recruitment: Through our organizing drives in Daly City and San
Bruno and our VITA site we have joined over 580 new members in San Mateo
County (mostly in South San Francisco, Daly City and San Bruno) this year.

Leadership Development: We have an elected board for the San Bruno chapter
(Chair, Co-Chair, Treasury, Secretary)

Turnout in San Bruno: We have had 3 large community meetings in San Bruno
with a combined attendance of 220 people. San Bruno ACORN's Big Community
meeting on August 31st was a huge success, drawing over 130 people. We also
had a 60 person march for Traffic safety.

San Bruno ACORN's Anti-Dumping Campaign: On August 10th, 30 ACORN members and
community residents met with CalTrain officials and representatives from the San Bruno Parks
department to demand the immediate clean-up of garbage
and tall weeds along the Caltrain tracks in San Bruno. Residents also
demanded that the city clean-up the garbage on a regular basis. The action
resulted in an immediate victory. Crews were sent out the next day to
clean-up the garbage and cut back the weeds. San Bruno ACORN members held a
neighborhood clean-up day on Saturday October 14th to clean-up a park in the
Fifth Addition neighborhood which was full of trash and tall weeds.

San Bruno ACORN's Traffic Safety Campaign: Members are extremely concerned
about the speeding cars on Third Avenue and the high number of accidents at
the intersection of 6th Ave. and San Bruno Ave. On August 31st a number of
members raised these concerns at the 130 person Big Community Meeting. Then
on September 21st members conducted a 60 person march for Traffic Safety to
demand that the city take immediate action to install speed bumps on 3rd
Ave. and a stop light at 6th Ave. and San Bruno Ave. After the march members
met with the City Manager, Police Captain and an official from the Traffic
department to explain to the officials why they were concerned and tell them
what they wanted to see done. Recently members attended a San Bruno City
Council meeting to present their demands to the city council and the Mayor
of San Bruno directly.

California ACORN's Statewide Tenants Rights Campaign: Winning 60 days notice
for no-fault evictions for California's Tenants: In July Rosa Fuentes,
Chairperson of San Bruno ACORN, visited California State Assembly Member
Gene Mullin at his office in San Mateo to ask for his support for AB 1169, a
bill increasing from 30-days to 60-days the amount of time California's
renters will have to move if their landlord issues a no-fault eviction
notice. Rosa lobbied Assemblyman Mullin telling him that she herself is a tenant with a low
income and that if she was ever evicted she would need extra time to find housing and to get the
deposit and first and last months rent together. Then in August Rosa
traveled to Sacramento where she testified at the State Capitol before the State Assembly in
favor of the bill.

Daly City Organizing Drive: To date we have joined 160 members in Daly City
through our VITA site and our organizing drive there. On October 26th we had
a big community meeting in Daly City where 125 people turned out. At the meeting members
pressured city and state officials to come together and release a portion of the Cow Palace
parking lot so that Daly City can develop a supermarket there.

Organizing workers in South San Francisco: One of our members in South San
Francisco, who joined last year at our VITA site, brought it to our
attention that his employer has not been paying himself or his co-workers
overtime pay. Because many of the workers are afraid of retaliation they
have not brought formal complaints to the State Labor board. We have begun a
drive to organize all the workers at the work site. We have been working
with UFCW to get these workers a labor attorney. We are organizing the
members to get them the back wages they are owed while making sure they are
protected from retaliation by their employer.

Staff: We have two new organizers starting in December!!! That brings us to
3 staff total. We will also be hiring 1 tax site coordinator and 4 tax preparers for our financial
justice center in January.

Election Work: San Mateo County ACORN worked hard on the No on Prop 90 campaign in
November. We hit 60 precincts, got 2000 pieces of literature out through a high volume site in
Daly City and got the word out about Prop 90 at our 125 person community meeting in Daly

                          Colorado ACORN (Denver/Aurora)
   •   Numbers for 2006
         o # of new members full, assoc, prov. (total and for year)

           Full-253 Associate-193 Provisional—8720 TOTAL: 9166

           o   bank draft growth (total and for year)

           Jan 06 ($716.00 ) November 06 ($1381.00) total BD Growth: $665

           Bankdraft grew by 92%

           o   # of organizers -3
           o   # of active neighborhood groups --3
           o   budget size --$307,000
           o   turnout #s 987 for the year, average of 83 members per month, largest turnout
               event was 100 (Aug 3, minimum wage signature turn-in/rally)

Growth and Expansion for 2006

In January 2006, we had three out of three offices closed, no staff, and no active neighborhood
groups. The primary focus was to re-open the Denver office, re-expand in Aurora, and establish
four active neighborhood groups. Between February and July, we re-organized three
neighborhood groups: one primarily Af-Am in Park Hill (Denver) one primarily Hispanic in
Westwood (Denver), one working class white in Northwest Aurora (Aurora). We are currently
finishing a drive in Montbello, a mixed (Af-Am, White, Hispanic) neighborhood in Denver (big
meeting on December 13th 2006) and it will be the fourth.

       The minimum wage campaign provided the opportunity to run a large provisional
member canvass in the course of voter id and GOTV work. The canvass expanded our efforts
into working class neighborhoods in Jefferson County, Adams County, and Arapahoe County.
There is now the opportunity to expand ACORN field operations in these counties using a
provisional member chase model still being field tested as well as an associate member canvass.
Our membership that can be claimed to funders, electeds, and allies, grew from 1400 members in
January 2006 to over 7000 in December.

   •   Campaigns and Politics

Money Mart:

Colorado ACORN members participated in two direct actions on two Loan Mart stores (what
they’re called in CO). One action delivered Loan Shark of the Year Award, and the other
followed an April Fool’s day theme. We also identified an ACORN member who was a victim
of Loan Mart’s vicious cycle of payday lending and gathered paperwork that was sent to the
ACORN Financial Justice Center. The campaign is being re-invigorated in December with a
larger action planned for Dec 21st, a neighborhood study poised to be released, and extensive
outreach being done to locate more borrowers who have been “bit by the payday loan shark.”

Simon Malls Campaign

In the summer of 2006, ACORN members began working on a joint campaign to force reforms
from the largest mall property owner in the country, Simon Mall Properties. SEIU was working
to organize the janitors at Simon’s malls and win responsible contracting, higher wages, family
benefits like paid sick days and vacation time. In Aurora, Colorado Simon Properties took over
the Town Center at Aurora (Aurora Mall) in early 2004. The mall is a long-time shopping center
frequented by folks from our neighborhoods in Denver and Aurora. And it looked like one “our
malls,” terrible security, run-down, crappy. When Simon took over after getting $15 million in
taxpayer money from the city of Aurora for a $100 million renovation, one of their leasing
agents got caught on tape by an investigative journalist revealing Simon’s new marketing focus:
“Yes, our marketing is going to be more white-focused…..We want to reduce the… um…
negative aspects of the Center, one of them being the young, black customer.” Since 2004,
Simon Mall continued to implement and execute mall policy that was classist and racially
discriminate in order to see this vision reach fruition. Teenagers were routinely harassed by
security, kicked out of the mall, banned for long periods of time, arrested, threatened, and were
forced to show identification to security guards or risk the above. Security guards banned youth
fro the mall for wearing “gang-related” clothes, for instance the “Scarface” t-shirts that they sold
to customers. Hoods were banned, head gear including head scarves, Muslim head wear
(name?), do-rags, etc all under the auspices of being “gang-related.” If you were in a group of
more than three, security would separate you. The bus from our hoods drops you off on the other
side of a retaining wall and fence, thousands of feet away from the BACK of the mall, while
buses from affluent, white neighborhoods dropped off right at the mall entrance. And the list of
problems went on. So ACORN members organized two protests at the mall, “Do-rag Day” and a
“Freestyle for Freedoms” event. We gathered over 90 testimonies, signed statements from youth
and adults who had been discriminated against by the mall’s policy. We gathered thousands of
petitions from mall patrons and youth. We held a civil rights forum and countless organizing
meetings to build a coalition and keep the pressure on. Due largely in part to how bad Simon
was starting to look, and definitely how bad CO ACORN was making them look, they entered
negotiations with SEIU nationally and have committed to negotiations with ACORN members
around our demands. We wait for a date to be set.

Prevailing Wage:

CO ACORN, in partnership with FRESC and the Building and Trades Unions launched a
campaign in early 2006 to pass an ordinance through Denver City Council that would require all

TIF (Taxpayer Increment Financed) construction projects pay the prevailing wage. Twenty-five
ACORN members turned out a Council Meeting to testify about one such project, the
construction of a parking garage at the old Lowenstein theatre. The job was financed by
taxpayer dollars for a developer who had workers being paid sub-standard wages, had no health
insurance, etc. ACORN members also collected over 500 postcards in targeted City Council
Districts urging their councilmember to support prevailing wage. Over 30 folks from the
coalition, including ACORN members held a press conference at City Hall and hand delivered
the post cards. We are continuing to lobby and work to pass the ordinance.

Cherokee-Gates Community Benefits Agreement:

        For over 2 " years, the Barnum and Barnum West Denver ACORN chapters actively
participated in the Coalition For Responsible Development, which ultimately won historic
community benefits achievements at the old Gates Rubber plant which include: An early
agreement that excludes big-box grocery stores, which are typically low-road employers and bad
neighbors. A landmark Affordable Housing Plan that includes 200 units of affordable rental units
for Denver families with the greatest need, those at 50% and 30% of Area Median Income (50%
= $35,825 and 30%=$21,495 for a family of four in 2005).            Developer cooperation and
participation with the neighborhood coalition Voluntary Cleanup Advisory Board that is
monitoring the environmental cleanup and communicating cleanup issues to affected neighbors.
An unprecedented agreement to pay prevailing wages and benefits for every construction worker
engaged in the publicly-funded construction of site infrastructure and maintenance of public
spaces and facilities. Selection of a union construction manager and general contractor with a
strong record of good wages, health care & retirement benefits, and high quality skills and safety
training. A commitment to use a “Best Value” selection process for subcontractors at all tiers
that will maximize the chances of worker health care coverage and opportunities to train new
apprentices. An unprecedented agreement to extend Denver’s Living Wage Ordinance to cover
parking lot attendants and security personnel employed at the site’s public facilities. An
enhanced “First Source” local hiring system that promotes the recruitment of local residents to
fill new positions and, for the first time, prioritizes immediately adjacent low-income

Park Hill (neighborhood)

ACORN members in Park Hill took on three neighborhood “bad neighbor” businesses at a
shopping center in their community in July. The shopping center at 33rd and Holly was infested
with open-air drug dealing, violence, underage tobacco and alcohol sales, sales of single cigs and
blunts, drug paraphenelia, etc. Over 45 members did an action on the stores and won anti-
loitering enforcement agreements, stop the sale of singles and drug paraphenelia, and won more
police patrols in the area. Several news crews came out and there was large article in the Denver
Post with a pic. ACORN members have continued the vigilance/compliance aspect of the
campaign by acting as “secret shoppers” One such visit found the liquor store not in compliance
with ACORN’s demands, and a phone call later it was shut-down for a week and fined by the

Westwood (neighborhood)

Began “safe streets” campaign. Started with a 60 person quick hit to get a stop sign at an
intersection where a child was killed last September. Target did not show, no press, so members
launched a phone/fax/email onslaught that lasted two weeks on the office of Public Works
gearing up for an action there. Two days before the action, we won the stop signs. Members
then began the fight for speed hump installation and increased patrols in the neighborhood. A
march to city hall of members and their city councilwoman (who supported the stop sign fight)
yielded commitments for speed vans and speed traps at targeted intersections by ACORN
members but failed open any real dialogue over speed humps as of yet. The campaign

Aurora (neighborhood)

Launched nearly identical campaign as Westwood, two actions, one in the hood, one at Public
Works, won traffic signaling improvements outside old folks home where six members lived.
Won 3 more speed traps, still fighting for speed humps.

Minimum Wage

Arguably our largest and most exciting campaign in Colorado in 2006 was the fight to raise the
minimum wage. We began work in February to meet with key potential partners and pull
together a coalition of labor, community, and large donor groups. After initial polling, the
language of the iniative was written and the proposed wage rate decided. The ballot measure
was an amendment to the state constitution that would raise CO’s minimum wage to $6.85 per
hour January 1st, 2007. The wage would also be indexed for inflation and provided a $3.02 tip
credit to offset the wages of tipped employees.

         We began collecting signatures from registered voters to qualify the measure for the
ballot and registering new voters in the process. The coalition needed 68,000 valid signatures to
succeed. ACORN also brought in the CSI team to manage all aspects of the signature gathering
effort in CO. ACORN ended up collecting the second highest number of signatures out of the
coalition groups, over 21,000 out of the 131,000 total. Our voter registration efforts enfranchised
10,264 low- and moderate- income Coloradans, largely in the counties surrounding Denver
(Adams, Jefferson, and Arapahoe).

        On August 3rd, CO ACORN members turned out the overwhelming majority of the 100+
people at the Coloradans for a Fair Minimum Wage rally and signature turn-in event. Every
single box of petitions (about 40) had the ACORN logo on all sides and were individually hand
delivered by ACORN members to the Secretary of State’s office to be validated. There is a
video of the event that one of our ACORN Fellowship interns created at

         After Amendment 42 was qualified for the ballot, the real work began. ACORN
members and organizers canvassed the streets and our neighborhoods to find low-wage workers
to get involved in the campaign. Our minimum wage workers met with reporters and told their
stories, contributing significantly to ACORN’s visibility and earned media efforts. We also
hired a media consultant, Progressive Promotions, who worked with our members to generate
press around ACORN’s work. CO ACORN also played a crucial role in the national effort to put
the spotlight on minimum wage and on ACORN and the AFL-CIO’s lead roles in the ballot

initatives across the country. Three out of the seven workers featured on the ground-breaking
web event “Seven Days at Minimum Wage” were workers identified by Colorado ACORN.

        The opposition (Restaurant and Hotel industry) ended up spending $1.8 million to fight
the measure through direct mail, phone, and the now-infamous “hellish cheese grater” TV ads.
Our members know, however, the only way this campaign was going to won by ACORN was in
our neighborhoods and on the ground. Six Colorado ACORN organizers and trainees began
knocking on the doors of 19,500 drop-off voters in mid-September. Our field efforts were
focused on some ACORN base turf in Denver and mainly in Congressional District 7, which was
an open seat race in a CD almost dead even Democrat/Republican. They signed up provisional
members, did MW support id’s, and helped voters complete absentee ballot request applications.
Beginning Oct 23rd, we had 25 part-time canvassers on staff hitting our turf again for the second
time. On October 23, ACORN turned out 100 members, staff, and coalition partners to a
“ACORN and Friends Vote to Raise the Minimum Wage” early vote event at the only early vote
center open in Denver at the City Building. We did three more passes through our universe
before Election Day, distributed 1500 yard signs, signed up thousands of provisional members,
and built the base we would need to win on November 7th. On Election Day, we had over 100
people on 18,500 doors for 12 hours. The results told the tale:

Amendment 42 passed 53%-47%!!!! Democratic candidate Bill Ritter wins the governorship!!
Democrats retain control of state House and Senate! Democratic candidate Ed Pearlmutter wins
in Congressional District 7!!

AND LAST BUT NOT LEAST, Colorado ACORN went from being perceived by allies as “that
group that used to do great work” to “those guys are back and kicking ass!”

Paid Sick Day Legislation

We are in the early stages of a campaign to pass another plank of the ACORN Working Families
Agenda---paid sick day rights for Colorado workers. We hit the n’hood with trainees in the
organizer training academy and joined up 50 new associate members in three days on paid sick
days, which showed us this resonates well in our communities. We have begun meeting with
allies and tailoring our field expansion plans into targeted legislative districts.

   •   Leadership Development

   Two leaders attended Leg Conference in DC, two additional leaders attended the Working
   Families training in DC in November, 20 members went to convention, over 60 new
   grassroots leaders were trained through organizing drives, and a total of 32 new leaders
   attended two Colorado minimum wage leadership trainings (one campaign, one media).


   A brief comment on the ACORN Summer Fellowship program: We had two interns spend
   the summer in our office and I have to say it was an amazing success. They each spent one
   month working on the political side of life, registering voters, signature gathering, doing
   recruitment and training of part-time staff, etc. They each then spent a month on the
   community organizing side of life, doorknocking, signing up members, doing turnout, etc.

    We were fortunate to have two young people with their heads screwed on straight who
    performed in the ACORN life uncomplainingly and successfully. They definitely got a
    uncensored view of ACORN community organizing, from the excitement of a 100 person
    action to the excitement of wondering when paychecks are coming! Seriously, this was a
    valuable program for us here in CO and I would have hired them both as organizers in a
    heartbeat if they weren’t back off to Harvard and Denver University respectively.

                        Connecticut ACORN
              Year End/Year Beginning Report 2006-2007
                                   Bridgeport * Hartford
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                       Hartford ACORN 2006 Report
                                        Current Staff:
                      Connecticut Head Organizer: Nicholas Graber-Grace
                                Field Organizer: Cassie Baker
                                    Average Staff Size: 1.5
                               Total New Members: 280
          New Full Members: 74               New provisional members: 168
          New Associate members: 38
                   Current Neighborhood Groups: 1 active, 2 inactive
Northeast ACORN                             Blue Hills ACORN (Inactive)
Asylum Hill ACORN (Inactive)
Current bank draft: $480                         # of members on bank draft: 45
Bank draft growth for year: (-$250)
    2006 Income (as of 12/1/06): $82,315            2006 Expenses (as of 12/1/06): $89,472
    2006 Surplus/Deficit (as of 12/1/06): (-$7,157)        Bank Balance (12/1/06): $2,488
                                     Mass turnout events:
              No more than 35 members were turned out at any one time in ’06.
                                  Organizational Development:
•   We began 2006 with two fully developed neighborhood groups and one under development. The
    organization has atrophied after being unstaffed from July-October of this year. Even before the
    organization was officially unstaffed, previous management seems to have been ineffective with
    regards to building sustainable neighborhood groups.
•   In October ’06, Nicholas Graber-Grace stepped in after three and a half years with Florida
    ACORN to rebuild the operation and revitalize our neighborhood presence. Some staff has now
    been hired and is being trained with big plans for 2007.
                                    Campaign Report:
•   A minimal amount of work was conducted on a Hospitals campaign in early 2006, with debt relief
    secured for a number of ACORN members.

                        Plans, Goals and Priorities for 2006
                                           Staffing Goals:
    1) Recruit and regain an average of 4                2) Develop Lead Organizer by June.
       field organizers recruiting 20 full               3) Develop a local Head Organizer for
       members/month by February of ‘07                     Hartford by December ‘07.
                                Total New Members: 4500
          New Full Members: 500               New provisional members: 3750
          New Associate members: 250

                          Neighborhood Drives: 2 new, 3 re-org
Re-Organize Northeast ACORN                   Organize Clay Arsenal
Re-Organize Assylum Hill ACORN                Organize Upper Albany
Re-Organize Blue Hills ACORN
                                    Mass Turnout Goals:
Turn out 10-25 people 100 times.              Turn out 100 people twice.
Turn out 50 people 5 times.                   Turn out 250 people once.
                                     Bankdraft Goals:
   •   Increase # of BD members by 17 per month, from 44 to 250.
   •   Grow BD grow by $170/month; increasing face value by $2000
   •   Reach a monthly deposit of $2500 by December ’07.
                            Organizational Development Goals:
   1) Re-organize 3 chapters                        4) Develop productive and diverse staff
   2) Organize 2 new chapters.                          or at least 4 organizers recruiting a
   3) Hold consistent monthly chapter                   minimum of 20 members per month.
      meetings with at least 15 members         5) Develop small donor base of at least 50
      in attendance.                            individuals giving $60-$180/year.
                               Field Capacity Development Goals:
   •   Build effective block captain system—recruit/develop 50 members responsible for
       turnout and information dissemination in their neighborhoods.
   •   Gain organized presence in a majority of City Council Districts
   •   Recruit a base of Spanish speaking members. We currently have very few Latino
       members as compared to African Americans; recruiting and retaining bi-lingual staff will
       be critical to this venture.
   •   To develop an active APAC that is legally established.
                                       Campaign Goals:
   •   Contribute decisive staff time and resources to passing a State EITC and Paid Sick Day
   •   Work with Working Families to elect a slate of progressive candidates to City Council in
       November ’07.
   •   Deliver victories on three neighborhood campaigns that emerge from organizing drives
       in 2007.

                   Bridgeport ACORN 2006 Report
                                       Current Staff:
                              Head Organizer: Rachel Haymann
            Field Organizer: Tim Seeth           Field Organizer: Andria Matthews
                                   Average Staff Size: 1.33
                                   Total New Members: 873

         New Full Members: 81
         New Associate members: 39                New provisional members: 753

                            Current Neighborhood Groups: East End
Current bank draft: $2422                       Bank draft growth for year: (-$1316)

   # of members on bank draft: 250

           2006 Income (as of 12/1/06): $100,663        2006 Expenses (12/1/06): $85,949
            2006 Surplus/Deficit (12/1/06): $14,714      Bank Balance (12/1/06): $26,430
                                         Mass turnout events:

                                       Organizational Development:
   •   Staff development—The organization took a significant step backwards this year when former
       Head Organizer Ashley Kremser unexpectedly resigned. Other organizers remained on staff for a
       limited period of time after her departure, but ultimately the office was left unstaffed from May
       through September.
   •   Chapters & Turf—no new neighborhoods were developed this year. No neighborhood meetings
       were held in the period without staff. The only currently active chapter is the East End chapter,
       which is itself in a re-organization process.
   •   Constituency—While the majority of our membership is African American, the majority of our local
       Board (now dormant) is Latino. We have a minimal number of white members. Minorities
       represent a plurality of the city population, with 32% Latino and 31% African American.
   •   Leadership development—a number of Bridgeport members did attend the 2006 National
       Convention, having been organized by Hartford organizers to attend. Beyond this, few new
       leaders were developed this year.
   •   Budget—While we will conclude 2006 with a significant budgetary surplus, this is problematic in
       that it is caused by a lack of staff to complete necessary work. Most importantly, our turnover has
       created concerns among several funders and our Bankdraft has hemorrhaged over the course of
       the year, dropping to a monthly deposit of just $2,422 in November from $3,738 in January.
       Bankdraft has decreased each month this year, with the biggest drop coming between January
       and February. It is noteworthy that that particular drop is attributable to the resolution of
       outstanding accounting problems at CCI rather than field capacity.

                                         Campaign Report:
   •   Bridgeport ACORN made significant steps in ’06 to lay groundwork for a State Earned Income
       Tax Credit campaign in ’07. Bridgeport ACORN VITA led all other sites in # of returns completed.

                            Plans, Goals and Priorities for 2007
                                          Staffing Goals:
* Develop three organizers consistently capable of recruiting 20 members per month by June of 2006.
                           * Develop a lead organizer by September of 2006.

                                      Total New Members: 2800

             New Full Members: 800                      New provisional members: 1200
             New Associate members: 800

                                Neighborhood Drives: 5 new, 2 re-org
                                         Mass Turnout Goals:
Turn out 30 people 8 times.                         Turn out 50 people 4 times.
Turn out 75 people twice.                           Turn out 100 people twice.

                                        Bankdraft Goals:
   •   $1080 in BD growth to $3,500.
                             Organizational Development Goals:
   * Develop a productive and diverse staff, as stated above.
   * Re-organize our three inactive chapters by June of 2006 to revive our membership base.
   * Develop two new chapters by YEYB ’07.
   * Expand our funding base to include a swath of 50 small donors contributing $60-180/year.

                                Field Capacity Development Goals:

   •   Build effective block captain system—recruit/develop 50 members responsible
       for turnout and information dissemination in their neighborhoods.
   •   Gain organized presence in a majority of City Council Districts
   •   Recruit a base of Spanish speaking members. We currently have very few Latino
       members as compared to African Americans; recruiting and retaining bi-lingual
       staff will be critical to this venture.
   •   To develop an active APAC that is legally established.
                                         Campaign Goals:
    •To win an environmental justice campaign targeting O&G Industries and the
    Connecticut Department of Environmental Protection by March of ’07.
    • To contribute significant support to the passage of two state laws—a state EITC
    and paid sick day legislation.
    •To pass an inclusionary zoning law in the city if Bridgeport.
    • Develop a productive and diverse staff, as stated above.
         * Re-organize our three inactive chapters by June of 2006 to revive our membership
         * Develop two new chapters by YEYB ’07.
         * Expand our funding base to include a swath of 50 small donors contributing $60-
Field Capacity Development Goals:
    • Build effective block captain system—recruit/develop 50 members responsible
        for turnout and information dissemination in their neighborhoods.
    • Gain organized presence in a majority of City Council Districts
    • Recruit a base of Spanish speaking members. We currently have very few Latino
        members as compared to African Americans; recruiting and retaining bi-lingual
        staff will be critical to this venture.
    • To develop an active APAC that is legally established.
                                   Campaign Goals:
   •To win an environmental justice campaign targeting O&G Industries and the
   Connecticut Department of Environmental Protection by March of ’07.
   • To contribute significant support to the passage of two state laws—a state EITC
   and paid sick day legislation.
   •To pass an inclusionary zoning law in the city if Bridgeport.
                                       DC ACORN

                                    YE/ YB REPORT

Head Organizer                                                Belinda Y. Ferrell
Lead Organizer                                                Jennifer Sheldon
Events/ Administrative                                        Rachel Pope

Membership and Chapters

New Full Members:                            266
New Associate Members                         75
New Provisional Members                      209

Total Members: full, associate, provisional: 550 members

Total # of groups active and inactive: 4 active groups; 4 inactive groups


   # Foundations:
         o CCHD                   $15,000
         o Hill-Snowdon           $15,000
         o Ford Fdn-              $18,400
   # Corporations:
         o H&R Block              $5,500
         o Jackson-Hewitt         $2,000
         o Citibank               $20,000
         o Bank of America        $2,500
         o M&T Bank               $15,000
         o JW Marriott: $2,000
   # Individual donors:
         o Washington Gas:        $5,000 (With review for possible additional
            funding in 3-4 weeks)

Current Bank Draft:           $4,389

# Of members on bank draft: 543


Safe Streets:

DC ACORN and members met will metropolitan police, 6th and 7th district police and
metro transit to come up with solutions to the increase in teen violence in our
neighborhoods. Through our efforts, we were instrumental in ceasing the violence for a

Up and Coming

DC ACORN has continued to reach out to Peaceoholics to find out what we can do about
the resurgence in teenage violence in the district. We plan to expand to include teenage
issues that should expand our base for funding. We are currently researching how we can
assist these teens in obtaining suitable employment because many of them are sustaining
households, due to parents who are incapacitated either due to drug and/or alcohol abuse.


   •   Formation of the ACORN School Modernization Oversight Committee
       A group of 19 ACORN members have formed a committee to oversee the money
       allocated to the DC Public School System; 265 million this year and an additional
       200 million each year for the next 10 years.

   Mission Statement:

   •   To help promote and establish the complete formation of the official (city) School
       Modernization Advisory Committee (ASMAC)

   •   To ensure that the appointees to the School Modernization Advisory Committee represent
       the proper geographical and diverse demographic population of the city

   •   To monitor the activities of the School Modernization Advisory Committee by:
          o Assessment and review of quarterly reports
          o Organization of public hearings on committee progress
          o Analyze committee progress and issue reports to the public
          o Present recommendations on capital allocations relative to the scope of the
             committee’s mission
          o Advocate for the needs of the students of DC throughout the modernization

   •   To regularly inform the public on the progress and actions of the School Modernization
       Advisory Committee

   •   To inform the public and existing community organizations with a vested interest in the
       modernization process of other related activities occurring throughout DC

   •   DC public schools parents committee, in conjunction with DC Voice,
       empowers parents of DC public schools children by providing training on

       questions that need to be asked when attending meetings with teachers.

   •   Milestone:

   On December 8, 2006, two members of DC ACORN’s Modernization Oversight
   Committee (AMOC) were recommended to sit on the city’s oversight committee
   (AMAC). This will ensure that community residents have a voice in how the money
   will be spent.

   Two members of ACORN’s Oversight Committee are currently running for city
   offices: one for city council, another for the school board.

   Two members were elected to neighborhood school’s Parent Teacher Association;
   Mary Spencer has been elected as Treasurer and Christine Armstrong was elected
   President, both of Merritt School in NE DC

   •   DC APAC endorsed Arian Fenty for DC Mayor

   •   Adrian Fenty will officially take the Mayoral seat in the beginning of January
       2007. He has asked to meet with DC ACORN to discuss concerns that this
       organization has.

Utility Campaign

   •   DC ACORN has started a utility program in conjunction with Washington Gas to
       help low income residents set up payment plans and apply for utility assistance
       through our office.
   •   We will be proposing a percentage of income payment plan to the city council and
       receiving support from the Washington Gas Company, the Consumer Utility
       Board and the Office of the People’s Counsel.

   •   Milestone:

   DC ACORN entered into a partnership with the Washington Gas Company.
   The Washington Gas Company is providing funding to the DC ACORN office to help
   residents set up payment arrangements for their overdue gas bills.

The Big Box/Retail Campaign

   •   The Big Box Legislation has been put on hold until the next council session.
       ACORN and coalition allies continually ran into snags; Councilman Vincent
       Orange, at that time Chair, and the deputy mayor continued to hold the legislation
       and refused to move it into the council as a whole. We plan to amend the original
       proposal, making it stronger and affect more businesses, and then we will
       reintroduce the legislation in the next session in January 2007 with the new city
       council. We believe we will have more success with the new council.

   •   VITA Site

       We completed more than 400 tax returns last tax season. 204 residents were
       eligible for the EITC credit, which brought more than $385,000 back into the
       district and an additional $85,000 in child tax credit.

Financial Justice Center

   •   We invite DC residents to come out to our Financial Justice Class every third
       Thursday of the month. Our Utility Campaign will now fall under the financial
       justice center umbrella.
   •   DC ACORN’s Financial Justice Center has serviced more than 54 metropolitan
       area residents since its inception in August 2006; this number does not include the
       numerous clients we refer directly to the ACORN Housing Corporation (AHC).

Community Campaigns

   •   Monday, October 16th, Columbia Heights residents came together to confront and
       demand commitments from the DC Department of Public Works; the outcome
       was a change in the city wide bulk trash policy, allowing residents to place their
       bulk trash behind their houses for pick-up and also a commitment from the DPW
       in further assistance rat abatement within the Columbia Heights community
   •   On December 13th, Community members from Columbia Heights will knock on
       doors with the Department of Public Works educating the community about rat
       control and also checking that local restaurants are following proper trash removal
       procedures in order to lower the rat population in the community.

   •   On October 10th the community members of Anacostia won an action demanding
       a traffic light be placed in front of MC Terrell Elementary School. The Anacostia
       community continues to work on getting a four way stop at a busy intersection
       that services school children.

   •   On December 5, 2006, due to the hard work of ACORN members, a new
       community recreation center opened in the Congress Heights section of
   •   On December 6, 2006, Anacostia residents won four crosswalks at one busy
       intersection, which services school children from two elementary schools in the


   •   Immigration

   •   On September 7th DC ACORN members joined other ACORN members from 38
       states to rally for immigration rights on the National Mall.

Money Mart Campaign

   •   On March 31st, 23 members from Anacostia and Capitol Hill rallied at the
       only Money Mart in the district. Members handed out flyers depicting an
       “April fools” agenda, educating the community and customers about the
       predatory lending practices of Money Mart.

   •   In November, new member Susan Coleman canvassed the area around the only
       Money Mart in DC, documenting whether several area payday lenders displayed
       visible policies, noting the number of payday lenders in that area, etc.

   •   Simon Malls

   •   We went to a Simon mall in VA to collect testimony on behalf of the SEIU
       campaign for better working conditions and sick pay for the janitors.
   •   We passed out literature in front of the contractor’s office that supplies Simon
       Malls with janitors.

Sherwin Williams

   •   On June 28th, DC ACORN members gathered outside of 1120 3rd St NE to protest
       Sherwin Williams continued negligence of not providing important materials to
       customers who purchase their lead-based paints.

   •   ACORN members continue to gather in front of Duron Paint, a subsidiary of
       Sherwin Williams, to pass out information two times a week


   Total Turnout: 250 community residents and members
   Largest Turnout: 108, big meeting in Columbia Heights


   We have developed a strong array of leaders this year:

   •   with a member from our schools modernization committee running for Ward 4
       city council seat in 2007.
   •   Another member of our schools modernization committee will be running for
       school board in 2007.
   •   We have a significant amount of leadership in the district, with approximately 23
       members that create our core leadership pool.
   •   We sent 26 DC ACORN members to the 2006 National convention. We sent 3
       members to the leadership training that was focused on basic training for the
       commencement of DC’s financial Justice center, following the National
   •   Another ACORN member was interviewed in October 2006 to be featured in
       “Singletary Says,” a TV1 show on predatory lending (and specifically Money
       Mart), to be aired in January 2007.

   Plans, Priorities, and Goals for 2006

          •   Research additional funding sources
          •   Follow through on existing campaigns
          •   Develop additional city-wide campaigns
          •   Recruit and develop additional staff
          •   Continued Strong membership recruitment
          •   Develop a stronger leadership development program
          •   Expansion into new areas/communities in the district
          •   Expand more into the political arena


In 2007

Total # of Groups active and inactive: 8 active groups

   # Foundations:
         o Replacement Fdn      $15,000 (last year for CCHD Funds)
         o Hill-Snowdon        $15,000
         o Ford Fdn            $18,400
         o WAWF                $20,000
   # Corporations:
         o H&R Block            $5,500
         o Jackson-Hewitt       $2,000
         o Citibank            $20,000
         o Bank of America      $2,500
         o M&T Bank            $15,000
         o JW Marriott: $2,000
         o Various Banks $45,000
   # Individual donors:
         o Washington Gas:      $5,000
         o PEPCO                $5,000
         o Telephone Co         $5,000
         o WASA                 $5,000

Expansion to New Turf in 2007

We will embark on a steady campaign to reorganize in the Deanwood, Ivy City, Trinidad,
and Petworth communities.

Staff Growth:

3 new community organizers (1 bilingual)
2 canvassers

Projected budget size: $500,000

Turnout Numbers: 500-member meeting surrounding the Utility Campaign.


   •   Existing


       Identify a “smoking gun” issue that we believe can be achieved and won on.


     Partnered with all the utility companies, received funding and set up a program to
     help even more residents with even more utility assistance. Continue with
     research to get the percentage of income payment plan (PIPP) for residents on
     fixed incomes.

     Inclusionary Zoning:

     This initiative has passed and has expanded.

     Simon Malls:

     Continue to work with the National and SEIU to meet the agenda as set by both.

     Big Box/Retail:

     We are celebrating our “win” on this campaign and have moved to include yet
     other targets.

•    New Campaigns:

     Formation of the DC ACORN Youth Forum

     An annual event where youth meet representatives of their respective wards.

     Affordable Housing:

     We have re-established programs for extremely low-income residents. Establish a
     plan that will include (extremely low-income residents in the $0 to $40,000
     income range to win an affordable housing initiative. This population is grossly
     underserved and practically all programs have been cut.

     Indexing Tax Growth Inequality:

     This initiative will fall under the Financial Justice Center.

     Due to the continued growth of economic inequality, DC ACORN would like to
     join with other like-minded organizations to propose a resolution to the widening
     economic disparity in the district, specifically and the US, generally.

When considering the widening economic gap in the United States in terms of what percentage of Americans make up most of
the economy’s wealth, we have considered a tax proposal that places emphasis on economic equality. The top brackets of tax
payers i.e.: those making millions of dollars a year would be required to pay up to 69% income tax, thus lessening the economic
inequality in the United States. This proposal would essentially be a redistribution of wealth across the board. First we will need
to establish a tangible standard of income inequality to work against. Next we will need to identify and network with other
organizations that would like to implement this plan. Also, a certain amount of research will need to be done in order to help
establish what percentage of income should be in place per tax bracket.

     Leadership Development:

       Develop 20 new leaders in each of the 4 reorganized communities by conducting
       more leadership training sessions, essentially four per year, hereafter.

       Expansion of Constituency:

       Continue to network and expand relationship with other organizations, city
       officials and corporations. As our focus on political issues in the city expands, so
       will our constituency.


       We will identify leaders to run for city seats.


   •   Seek more grant sources, corporations and individual donors.
   •   Embark on issues that will expand funding to unlikely sources.

In 2008

We will embark on a steady campaign to organize in the 4 more communities: Adams
Morgan (predominantly Spanish-speaking), Cardoza-Shaw, H Street NE, and LeDroit

Staff Growth:

3 new community organizers (2 bilingual)
2 canvassers (1 bilingual)

Turnout Numbers: 750-member meeting surrounding the Tax Equalization Program.


   •   Existing


       We have identified a “smoking gun” issue that we believe can be achieved and
       won on. We have succeeded in winning one victory on that “smoking-gun” issue.


       We have targeted more leaders to run for city seats.


     We have identified legislation to pass a percentage of income payment plan for
     residents on fixed limited incomes.

     Inclusionary Zoning:

     Continue to work with partners to push through this initiative.

     Simon Malls:

     Continue to work with the National and SEIU to meet the agenda as set by both.

     Big Box/Retail:

     We have won on this campaign.

•    New Campaigns:

     Affordable Housing:

     Establish a plan that will include (extremely low-income residents in the $0 to
     $40,000 income range to win an affordable housing initiative. This population is
     grossly underserved and practically all programs have been cut.

     Indexing Tax Growth Inequality:

     Due to the continued growth of economic inequality, DC ACORN would like to
     join with other like-minded organizations to propose a resolution to the widening
     economic disparity in the district, specifically, and the US, generally.
When considering the widening economic gap in the United States in terms of what percentage of Americans make up most of
the economy’s wealth, we have considered a tax proposal that places emphasis on economic equality. The top brackets of tax
payers i.e.: those making millions of dollars a year would be required to pay up to 69% income tax, thus lessening the economic
inequality in the United States. This proposal would essentially be a redistribution of wealth across the board. First we will need
to establish a tangible standard of income inequality to work against. Next we will need to identify and network with other
organizations that would like to implement this plan. Also, a certain amount of research will need to be done in order to help
establish what percentage of income should be in place per tax bracket.

     Leadership Development:

     Develop 20 new leaders in each of the 4 reorganized communities by conducting
     more leadership training sessions, essentially four per year, hereafter.

     Expansion of Constituency:

     Continue to network and expand relationship with other organizations, city
     officials and corporations. As our focus on political issues in the city expands, so
     will our constituency.


   •    Seek more grant sources.
   •    Embark on issues that will expand funding to unlikely sources.
   •    We plan to canvass and raise at least $5,000.

In Years 2009 through 2011


        •   Continue to identify additional funding sources.
        •   Each year, we plan to raise an additional $50,000 in Foundation, private
            corporations, etc money
        •   Each year we plan to canvass and raise our income by a total of at least


        •   We plan to expand our staff by 3 new organizers each year; 1 of which is a
            bilingual organizer.
        •   We plan to expand our tax site by two full-time preparers each year.


Each year, we plan to attain 500 new full members; 350 on bank draft. We plan to attain
450 new associates and at least 500 provisional members. For a total of 1300 new
members each year.


Each year, we plan to add an additional 250 members and residents at big events.

Turf Expansion:

    •   Each year, we plan to organize two communities per new field organizer.
    •   We also plan to expand into higher income neighborhoods to raise our organizing

                               HIALEAH ACORN
                                 South Florida
                           2006 ORGANIZING REPORT

Head Organizer:
Elizabeth Andrades

Community Organizers:
Nuri Mercado, started in Hialeah, and recently was promoted to lead organizer and
transferred to the Miami Office.
Luz Perdomo, worked until August 2006.
Presently Hialeah ACORN has no organizers on staff


New Full Members:            199            Bank Draft growth 2006       81
Renewals                      27
Associate Members:          203
Provisional Members:        688
TOTAL FOR 2006            1,117

Active Neighborhood Groups: 3
Palm Spring North
East Okeechobee
S.E. Hialeah

Budget Size: 128,000

Turnout: 128
2 FPl actions
1 Public Hearing regarding thePSC for FPL

Growth and Expansion for 2006

Geographically there was no expansion
Our constituency is Hispanics (Cuban) mostly senior citizens and disable that live in
rental communities.
There was no canvass operation, only staff canvassing one day a week, for most of 2006.

Campaigns and Politics

FPL: Florida Power and Light utility company
FPL campaign is still ongoing. There were several actions done demanding, to reduce
surcharges, payment plan for high electrical bills, that will prevent having lights shut-off,
Lower the deposits and policy on how they determine the deposit amounts, and no shut-
offs for the elderly and disable during extreme weather conditions at their corporate
offices in Miami-Dade.

So far we won one out of 5 demands; no shut-offs for the elderly if the temperature
reaches an extreme weather condition by the national weather bureau of more than 105!.
The campaign is still on-going; several more actions will take place until we win at least
4 or all 5 demands. Board member Roberto Ramirez served as Hialeah's negotiator at a
meeting with Florida Power and Light executives.

In March and April, Hialeah ACORN sent 4 members to participate in Florida ACORN's
Civic School, a week long training session held in the capitol, Tallahassee. There,
members met with all the Hialeah and Miami-Dade legislative delegation to demand
action on our legislative platform. Members wrote letters to the editor about their
experience. ACORN passed one bill and defeated 4 key pieces of legislation.

In addition, on April 26th, Hialeah sent 16 members to the capitol to participate in the
Save our Democracy march and rally where we protested efforts by the state legislature
to remove the minimum wage increase from the constitution and make it harder to pass
ballot initiatives.


Two members from each of the two neighborhood groups organized this year were sent
to our national leadership school and Florida’s civic school in Tallahassee. In addition,
our two new board members from our Palm North and East Hialeah neighborhoods have
been very active in taking over and training other members in leadership, like speaking to
the media, as public speakers, organizing meetings, Saturday door knocking in
neighborhoods, signing up members and development in fundraising.


                           2007            2008                    2009         2010             2011
Full Members               200             450                     600          1000             1500
Associate                  360             675                     925          1200             2000
Provisional                900             1,500                   2,300        3,000            3,914
Bank Draft                 100             250                     375          460              1000
# Organizers               1.5             2.5                     3            3                4
New Chapters               2               5                       7            10               14
Expansion to               Further north   Further north           Lower        Lower south
Neighboring                west            east                    south east   west
Campaigns               1 Policy change    Continue for
                           on rental       legislation
                        2 increases        on Policy change for
                          FPL- to win 4    Landlords
                           or demands
Leadership                8                10                      12           14               18
Constituency               Continue        Homeowners and          Other,       Mixed
higher                      with Rental    Moderate income         than         constituency,
income, &                  communities     families                Cuban        higher
property                                                           Latinos      income

        Hialeah ACORN has been opened since 2004. Its constituency is basically all
        Hispanic, (Cubans), with a high percentage of senior citizens and families with
        disabilities. One of the most important issues in Hialeah is affordable housing,
        Hialeah has a high rate of rental communities, efficiencies, and one bedroom
        structures, with high rental rates, and continuously increasing.

        Members are working on winning a Tenants Rights and Policy change in their city.
        In January 2007, members will begin collecting information that will boost their
        campaign and get them a sponsor for introduction to a new policy change
        concerning rental rates and limitations on landlords concerning rental increases.


Full: 102
Associate: 25
Provisionals: 147

                                       2007        2008        2009   2010   2011
                    Full TOTAL          633        1166        1365   1566   1765
          Tax site                      100         167         233    300    366
          4 classes/ mon                200         266         333    400    466
          Benefits screening            167         233         300    366    433
          Field Organizers              167         500         500    500    500
          Canvass                         0           0           0      0      0
              Associate TOTAL           733        3582        6099   6366   1765
          Tax site                      200         333         466    600    733
          4 classes/ mon                200         266         333    400    466
          Benefits screening            167         233         300    366    433
          Field Organizers              167         500         500    500    500
          Canvass                                  2250        4500   4500   4500
            Provisional TOTAL            534       3252        5636   5769   7028
          Tax site
          4 classes/ mon                 200        266         333    400    466
          Benefits screening             167        233         300    366    433
          Field Organizers               167        500         500    500    500
          Canvass                                  2250        4500   4500   4500

$605 in new bankdraft brought in by organizers
$230 in actual bankdraft hitting account this is a 100% increase
Based on 30% growth from bankdrafts brought in
            2007               2008             2009           2010       2011
       $610             $930              $1050            $1170      $1290


Jan – August: Ben Winthrop – Lead Organizer
Currently: Sheena Rolle – Service Organizer

                                   2007         2008        2009       2010           2011
Field Organizers                   3            5           5          5              5
Canvass                            0            5           10         10             10
Service Organizers                 1            2           3          3              3

2006 & Goals
                 2006               2007       2008        2009       2010        2011
Sherwood Forrest Active             Active     Active      Active     Active      Active
Lackawanna       Active             Active     Active      Active     Active      Active
Lower Eastside                      Active     Active      Active     Active      Active
Westside                            Active     Active      Active     Active      Active
Arlington                           Active     Active      Active     Active      Active
Neighborhood 6                                 Active      Active     Active      Active
Neighborhood 7                                 Active      Active     Active      Active
Neighborhood 8                                             Active     Active      Active


2006           2007            2008           2009            2010             2011
$100,000       $250,000        $300,000       $350,000        $350,000         $400,000
                                   TURNOUT NUMBERS
2006           2007            2008           2009            2010             2011
260            1000            1500           2000            2500             3000
                                CAMPAIGNS AND POLITICS


Jacksonville’s murder rate is the highest in Florida. Our members experiencing extreme

violence in their communities decided to take on policing as the first issue. We did a

number of creative actions including:

   •    Donut sale public rally: got press coverage of our members selling donuts to
        entice the police into our neighborhood
   •    Memorial in front of the police station: marking the number of homicides in the

We won increased horse and bicycle patrols in our neighborhoods.

Full: 227
Associate: 66
Provisionals: 2511

                                        2007        2008       2009       2010     2011
                     Full TOTAL         1265        1500       1733       1966     2198
          Tax site                       400         500        600        700      800
          4 classes/ mon                 200         266        333        400      466
          Benefits screening             167         233        300        366      433
          Field Organizers               500         500        500        500      500
          Canvass                          0           0          0          0        0
              Associate TOTAL           6167        5499       6833       7166     7499
          Tax site                       800        1000       1200       1400     1600
          4 classes/ mon                 200         266        333        400      466
          Benefits screening             167         233        300        366      433
          Field Organizers               500         500        500        500      500
          Canvass                       4500        4500       4500       4500     4500
            Provisional TOTAL           5367        5499       5633       5766     5899
          Tax site
          4 classes/ mon                 200         266        333        400      466
          Benefits screening             167         233        300        366      433
          Field Organizers               500         500        500        500      500
          Canvass                       4500        4500       4500       4500     4500

$1520 in new bankdraft brought in by organizers
$979.50 in actual bankdraft hitting account; down from $1249 at this time last year
however, we split out North Dade’s bankdraft in February. This is an actual increase of
$165 a month from that point.

Based on 30% growth from bankdrafts brought in
           2007           2008            2009                 2010           2011
       $1760          $1900           $2040                $2180          $2320


Nuri Mercado – Lead Organizer
Yvonne Ramos – Field Organizer & Service Coordinator
Evelyn Peters – HUD Ross Organizer

                               2007        2008         2009      2010           2011
Field Organizers               3           5            5         5              5
Canvass                        5           10           10        10             10
Service Organizers             1           2            3         3              3

2006 & Goals
                   2006         2007      2008         2009      2010        2011
Hialeah Heights    Active       Active    Active       Active    Active      Active
East Little Havana Active       Active    Active       Active    Active      Active
Little Haiti       Active       Active    Active       Active    Active      Active
West Little Havana              Active    Active       Active    Active      Active
Allapattah         Active       Active    Active       Active    Active      Active
Arcola Lakes                              Active       Active    Active      Active
Liberty City                    Active    Active       Active    Active      Active
Brownsville                                            Active    Active      Active
OpaLocka                        Active    Active       Active    Active      Active
North Miami                                            Active    Active      Active
North Miami Beach                                      Active    Active      Active
Sweetwater                                Active       Active    Active      Active
Miami Gardens                   Active    Active       Active    Active      Active
Miami Gardens                             Active       Active    Active      Active
Miami Gardens                             Active       Active    Active      Active
Homestead                                                        Active      Active
West Miami                                                       Active      Active


2006          2007          2008          2009            2010            2011
$270,000      $350,000      $490,000      $500,000        $500,000        $500,000
                                TURNOUT NUMBERS
2006          2007          2008          2009            2010            2011
350           1000          1500          2000            2500            3000
                             CAMPAIGNS AND POLITICS

Florida Power and Light

 South FL members held 2 large rallies (200 and 50), 1 bake sale in Miami, and 2 local
 actions in Broward county to demand affordable utilities and consumer protections from
 Florida Power and Light, the electric utility giant serving Palm, Broward, Miami-Dade and
 10 other FL counties. 8 members participated in 2 negotiations. In addition we packed 2
 PSC hearings on FPL rate hike and surcharge requests and stormed the PSC
 headquarters in Tallahassee with 230 people and letters. In Miami, we also won a new
 pilot program in the city budget for utility assistance.

 Florida Power and Light in 2007

    •   Increase the amount in the City of Miami pilot assistance program
    •   Get 2 cities to hold hearings on ending their franchise agreements with FPL
    •   Hold 4 large actions to demand change in payment plan policies from FPL
    •   Support statewide effort to reform the PSC though meetings with legislators,
        letters and postcards from members

 Affordable Housing

 We are members of two housing coalitions that are addressing both the state of the
 Miami Dade Housing Authority and development in the City of Miami. After participating
 in an all night tent city with 10 other groups and 8 ACORN members present all night
 long, we are on the edge of winning a $200 million bond for affordable housing. In
 addition, we are working towards a ballot initiative in the City of Miami to demand
 Community Impact Reports from new development and increased responsible
 contracting language in the city procurement procedure.

 Tenant Rights

 We have organized in one apartment complex so far and believe that this will be a huge
 campaign in 2007. Thus far we have withheld rent demanding repairs. While the
 members were not prepared for the full complexity of this initial strategy, we believe we
 have figured out a means to leverage state tenant law to a) gain extra time for renters
 who are getting their rent raised, b) gain extra time for renters who are facing eviction.
 We plan to launch some campaigns to win increased tenant rights, rental assistance
 programs and eviction protection.

              ORLANDO ACORN
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                                  Tampa ACORN
                                   YEYB report

Ben Winthrop, Lead Organizer
Carrie Barnett, Community Organizer
New Members for 2006: 77
Associate: 8
Provisional: 0
Total New Members: 85
Bank Draft: $270.00
Neighborhood Groups: 2 active, 6 inactive
Turnout events: 25 people for Candidate forum
Goals for 2007
Number of Staff
1 Head Organizer and 2 Community Organizers
New Full Members: 400
New Associates: 300
New Provisional: 400
Bank Draft: $2,500
Turnout: to reach an average of 100 people per month and hold at least 1 event with 250
Neighborhood Groups: To reinvigorate all of our existing chapters and establish at least
one new chapter
2006 Summary
Early in 2006, Tampa ACORN was closed, and did not reopen until September 2006.
However, here are some of the highlights from this year:
   1) 7,760 new voters registered in the Tampa Bay area.

   2) 267 tax returns filed through our VITA site for a grand total of $298,000.00
       redistributed to the community, far surpassing any other first year VITA site in
       the Tampa Bay area for 2006.
   3) Totally member planned and operated ACORN Candidate Forum in late August.
       25 people turned out as did several local candidates for office, including 2
       congressional candidates, 1 state legislature candidates, 3 City and County council
       candidates, and 1 representative from a Judicial Candidate. The event was
       covered by 88.5 WMNF Community Radio.
Since September 2006, Tampa ACORN has begun work on establishing a chapter in
West Tampa, and has begun identifying members to run a predatory lending campaign.

Looking ahead to 2007
      Below is our plan to build and revitalize Tampa ACORN

New Chapters, re-organizing Old Chapters & Predatory Lending:
        In order to reinvigorate the membership, Tampa ACORN needs some new and
excited faces. So, first order of business is to do 1 new Chapter drive and get some new
elected leadership in place. While working closely with the neighboring St Petersburg
ACORN office, Tampa staff will identify predatory lending victims by contacting every
person who received Adjustable Rate Mortgages in specific zip codes, beginning in the
ethnically diverse neighborhood of West Tampa. Once a chapter is established in West
Tampa, Tampa staff will reach out to recipients of ARMs in existing inactive chapters,
and do one predatory lending based re-org drive in each. This will allow organizers to
contact specific people in each existing chapter and instantly move them on a campaign
that’s already in process. Each new and re-org drive will also have an APAL segment to
it. The goal is for each existing ACORN chapter to have elections and host at least one
fundraising event wile simultaneously moving on a city-wide campaign that builds us

EITC/VITA Financial Justice: In 2006, Tampa ACORN successfully redistributed
$298,000 through our VITA site. This year, the goal is to double that number ($600,000)
and also direct people towards financial literacy workshops and other wealth-building
activities. To do this we are reaching out and partnering with local financial institutions
and the Tampa Bay Prosperity Campaign, a coalition of organizations dedicated to
alleviating poverty in the Tamp Bay area.
         For purposes of fundraising, and to ensure the success of the program, the
EITC/VITA site will be fused with our predatory lending campaign. In addition to being
redirected to our workshops, recipients of EITC will be mobilized along with our ARM
victims towards meetings about, and actions against, various sub-prime lending
institutions around the Tampa Bay area.
Staff Recruitment: As of this time, it seems unreasonable to say that we will have more
than two community organizers on staff in 2007. As more funding becomes available we
will hire on more community organizers. We will begin to do so at different intervals
throughout the year, starting in January with 1 new organizer and then again in June with

another. However, also plan on hiring 6 outreach workers to assist with the 2007 VITA
site and Financial Justice Center.

Leadership development: In 2007, we plan to hold one leadership training every 2
months, for a total of 6 throughout the year. We also plan to implement block-captain
systems in each of our re-organized chapters, and to use the block captain system as a
stepping stone for members to take on more responsibility and leadership rolls.

City Wide Membership Fundraisers
   1) ACORN banquet June, 2007
   2) ACORN Community Fair, Fall 2007

Local Neighborhood Fundraisers: Each re-org drive will consist of one local
neighborhood fundraiser such as a BBQ or the infamous ACORN fish-fry.

In addition, Staff will conduct a series of Small Business Canvasses, Bank Fairs, raffle
and Calendar sales, rich neighborhood canvasses and canvasses of progressive attorneys,
churches, etc.

                                Georgia ACORN
                                2006 YE/YB Report

Acting Head Organizer: Brian Kettenring
Lead Organizer: Christina Spach
1 Field Organizer, 4 Trainees in Training Program

Membership 2006

Full Members: 135 (65 Bank Drafts totaling $680)
Associate: 55
Provisional: 640
Total: 830


2 active chapters, 2 inactive

Since the New Year the Dixie Hills and Oakland City Chapters have been re-organized
and are the most active ACORN chapters in Atlanta. Our Douglasville members have
also actively participated in citywide campaigns and events. By growing the staff, we
intend to keep maintaining and developing our chapter structure. There are now 4
organizers in training for the Atlanta office.

Oakland City

This chapter has been hard at work in addressing their systemic problem of abandoned
homes. Sixty members and community residents joined three city officials and four TV
stations for the Walk of Shame back in October to demand the city do more in securing
and boarding up problematic vacant houses. The action took folks by the worst vacant
and dilapidated ”homes” in the community. As a result, ACORN members won a Clean
Sweep from the city where 5 additional Code Enforcement Officers from other districts
came to the Oakland City neighborhood to identify, and prosecute if necessary,
irresponsible property owners. Plus, all the abandoned homes on the Walk of Shame tour
are now condemned and will be demolished by the City of Atlanta. Oakland City
members want to further the campaign by winning additional Code Enforcement Officers
for the neighborhood so they may address this crucial issue in a timely fashion.

Dixie Hills

The Dixie Hills chapter did a good reorganizing drive over the summer, culminating with
a 60 person big meeting and consistent chapter meeting turnouts through the fall. The
group did some decent actions and had some wins on blight issues, but their energy is
flagging at the year’s end, so we need to keep this group moving forward.

Members have also been active with the Georgia Minimum Wage Coalition. It’s a
collection of 20 statewide- organizations, a variety of churches and faith-based groups,
and several State Senators and House Representatives. December 11th will be the kick-off
for the Raise the Minimum Wage for Georgia Campaign, and our polling results (largely
in our favor) will be released to the public. Senator Brown and Rep. McKillip will speak
at a press conference in Athens announcing their support and encouraging the State
Legislator to provide higher wages for Georgia residents.

In addition to raising the state minimum wage, members want to see a state EITC for
Georgia and the Time to Care Bill passed, which would give working parents 24 hours
unpaid time-off for the child's school-related activities and medical needs. These three
items are part of the Georgia Working Families Agenda. Allies endorsing the agenda
include the Presidents of AFL-CIO and the Georgia Labor Council, IBEW’s Political
Director, Jobs with Justice Coordinator Terence Courtney, and our good friend State
Senator Nan Orrock.


Our new leadership has been few but strong. On October 29, 26 Georgia ACORN
members participated in the Southern Regional Leadership Training in Nashville to
expand the strength of Georgia ACORN. Members spent all day sharing success stories,
listening to the accomplishments of other chapters from throughout the Southeast, and
receiving feedback from more- experienced leaders on how to further implement positive
change in their respective communities. Members also took part in the 85- person action
against the Paint Industry as part of the “Shame on Sherwin Williams” Campaign, and
thoroughly enjoyed marching into the Grand Ole Opry Convention Center while singing
We Will Fight Your Greed to the tune of “We Shall Overcome.” The training helped
build momentum at home, as well as the courage in members to take the same aggressive
action in fighting our local targets. Next, we need to focus on expanding our membership
base in order to build future leaders for 2007.


Georgia ACORN hosted a successful fundraiser catered with BBQ and live
performances. We raised $800 despite the extremely low attendance of 15 folks and no
experience with such an event. In late November, Charles James became the resident
fundraiser responsible for pumping out the big bucks in the southern region. A
Community Leadership Summit and Clean-Up Day are planned for early 2007. Our
fundraising goal is $40,000 for these 2 events.

We are now working on…
A fully functioning VITA site, partnering with SEIU to identify racial discrimination at
malls within the City of Atlanta, continuing the Abandoned Homes Campaign in Oakland
City and Dixie Hills, participating in the Georgia Minimum Wage Coalition

We also had an outreach contract for a law firm. We distributed thousands of flyers to
poultry workers across Georgia over 3 weeks, netting $15,000 and allowing us to sign up
several hundred provisional members. Overall, our finances have been tight but stable
most of the year.


We ran a free tax site that did over 100 returns, and got credit for two others, allowing us
to claim 600 or so.

We did some precinct walking for State Senator Nan Orrock Grogan and House
candidate Alan Thornell.

                                 Hawaii ACORN
                                YE/YB Report 2006

Staff: Maria Carrera, in Hawaii since 8/06, on staff since 5/06


2006 Membership Growth:
Full: 40
Associate: 14
Provisional: 426
Total Membership: 568

Active Neighborhood Groups: 1
Inactive: 2
Waipahu, Kalihi

Bankdraft Growth: Our net deposit grew from $21.25 in January to $92.07 in November.

Budget Size:
actual expenditures through October: $36,379
Projected Budget for 2007: $231,000

Turnout Numbers:
highest turnout 42 at Kaneohe Chapter big meeting

Growth and Expansion for 2006

We finally got restaffed in 2006 with trained organizers. We were able to expand our
base to the Windward side of the Island, building a new chapter in Kaneohe. Our
financial justice center has been recruiting members from all over Oahu, however, most
have come from Waipahu and the Honolulu areas. We have a smattering of people who
have contacted us from neighbor islands, so in 2007 we will need a plan on how we can
keep people from the neighbor islands involved without having organizers on each one.
Our Financial Justice Center has been holding regular monthly workshops, and we are
looking forward to expanding to include the Benefits Access Software in January.

Campaigns and Politics

We have done limited campaign work in the beginning of the year because we are in the
process of building an initial base, however in the Kaneohe chapter, they have identified
better park lighting and shutting down drug houses as two neighborhood priorities, as
well as education reform, which we anticipate spending significant time on Island-wide
in the coming year. We have also begun discussions with other organizations about

payday lending legislation and State EITC, both of which we will be involved in in the
upcoming legislative session. We have identified several New Century victims, as well
as payday lending victims.

Leadership Development

By building new membership, we are finally identifying and developing new leaders.
We have elected board members from the new Kaneohe chapter, we have members who
are now running our financial justice center workshops and we had one member attend
the Working Families Agenda leadership training and congressional event in
Washington, DC. This is the first time that a Hawaii leader has participated in a national
event on the mainland.

Goals for 2007 to 2011

Goal        Staff – not     New Members           Bankdraft Budget Size Turnout
Year        incl. VITA
2007        6               F324; A180;           1500         230,000        Per Month: 120
                            P1800                                             Big Turnout: 200
2008        10              F324; A180;P2556      3000         300,000        Per Month: 120
                                                                              Big Turnout: 300
2009        12              F600; A480;P4920      5000         400,000        Per Month: 200
                                                                              Big Turnout: 500
2010        13              F840; A672;           7000         500,000        Per Month: 280
                            P8568                                             Big Turnout: 750
2011        14              F1056; A768;          10,000       550,000        Per Month: 320
                            P11,616                                           Big Turnout: 1000


Campaign goals for 2007 include passing a State Earned Income Tax Credit and helping
pass a State Payday Lending Bill that would require payday lenders to get licenses to
operate in Hawaii.

Over the next several years, three areas that are most likely to be priority campaign areas
are: Public Education Reform, Renters Rights and Affordable Housing. Hawaii has
virtually no renter protections, and housing costs so high that thousands of working
residents live on the beaches.

Growth and Expansion

Plans to expand in 2007 include building a base on the Leeward Coast in the Waianae
community. This is the lowest income area of Oahu, and is primarily native Hawaiian.

We will also rebuild our chapter in Kalihi, and expand the base from there to other parts
of the downtown area. This year, we will need to figure out a strategy to involve
residents of Neighbor Islands. We are relatively frequently receiving inquiries about our
work from Maui and the Big Island, and we will be manning a VITA site for a few days
on Molokai in February. The next largest city after Honolulu is Hilo (Big Island), with a
population of only 40,000, so it is unrealistic to consider an office on every island
(Molokai, while very low income, has a population of only 7000). However, we do need
a strategy to keep contacts involved, particularly around statewide issues. It is possible
that a Member or Volunteer Coordinator position could staff out a program that would
involve members from neighbor islands through mailings and phone, possibly with
occasional visits to the islands to build further associate and provisional memberships and
hold occasional meetings. In 2008, we will expand to an additional Windward side
community, Waimanalo, as well as Pearl City, where we already have a few members,
but no chapter. In 2009, we will expand to Nanakuli (another neighborhood on the
Waianae Coast) and to Ewa Beach. In 2010, we will expand to the North Shore. The
North Shore still has many low income residents, although it is more rural and the
neighborhoods are small pockets spread out through the area, with none having a dense
enough population for a full chapter. However, as the Turtle Bay Resort and other
developers crane their vulturey necks over the beautiful and relatively undeveloped North
Shore, the current residents may end up priced out of it by the time we get there.

Des Moines, Iowa
YE/YB Report:
Office opened Novemeber 17th, 2006

Numbers for 2006
# of New Full Members: 4
# of Assoc. Members: 5
# of Provisional Members: 18
# of Organizers: 1
Budget Size: $20,000

Growth and Expansion:
We are doing 3 Neighborhood organizing drives in racially diverse, low-income areas in
Des Moines’s inner city. We are seeking to hire a canvas director to do an expansive
associate member drive/canvas in Iowa’s rural areas.

Campaigns and Politics:
Des Moines ACORN is playing a part in the raising of the minimum wage in Iowa. With
a legislative branch and Governor that appear friendly towards raising the minimum wage
and have campaigned to do so, ACORN locally, feels that we must be involved in
specifics of the legislation, in terms of cost-of-living increases that should be written in.

More generally, at the beginning of 2008, Des Moines will be an important location to
influence candidates and for media exposure of our issues during the first in the nation
Iowa Caucus. The intimate nature of the caucuses makes it possible for ACORN
members to have frequent opportunities to meet candidates face-to-face and provides an
excellent chance for us to have access to media coverage for our issues, such as predatory
lending, inadequate healthcare coverage, and the minimum wage. Through leadership
training that develops out of our neighborhood chapters, and our associate member drive,
we can build power for low and moderate income families to have a voice in an election
that has national implications. The main goal is to get all the presidential candidates (and
thereby the media) to focus, talk about and then and make real policy on issues that are
important to ACORN members.

Leadership Development:
The immediate goal is to do 3 neighborhood organizing drives and create a Des Moines
ACORN Board. We will add to this board through our rural associate member drive, by
organizing rural chapters, and through more drives within Des Moines urban areas.

# of New Full Members: 480
# of Assoc. Members: 800
# of Provisional Members: 2000
# of Organizers: 2 with 1 canvas director
# of Neighborhood Chapters: 6

                              Iowa ACORN / Quad Cities YEYB Report

                The Iowa / Quad Cities office opened on November 1st 2006

        Numbers for 2006

 Full: 10
 Assoc: 4
 Prov: 49
 Bank Draft growth: 2
 Organizers: 1
 Active Neighborhood Groups: 0 (we are just starting an organizing drive here)
 Budget Size:
 Turnout: No turnout events yet for this office.

            Growth and Expansion for 2006

Submitted 1480 Voter Registration cards to Scott County election officials
Began Organizing Drive on November 15th working in the Westend of Davenport.

            Campaigns and Politics

 We are currently researching issues

            Leadership Development

 Have been working with neighbors in the Westend for just three weeks

            Goals for 2007

 Full: 400
 Assoc: 200
 Prov: 600
 Bank Draft growth: 120
 Organizers: 2
 Active Neighborhood Groups: 3

        Growth and Expansion for 2007
        Start two new organizing drives, Start VITA site

        Campaigns and Politics 2007
        Position ACORN neighborhood chapters to influence 2007 Davenport City elections

        Leadership Development       2007
        Develop a number of strong community leaders in all neighborhood groups

                                 NW Indiana ACORN
                                 Goals and Projections

   •   Numbers for 2006

       # of new members full, assoc. provisional (total and for year) 270

       bank draft growth (total and for year) 75

       # of organizers 3

       # of active neighborhood groups 3

       budget size $150,000.00

       turnout #s 750

   •   Growth and Expansion for 2006

       geographic – Hammond, IN

       constituency – mixed neighborhoods

       canvass –      central district

   •   Campaigns and Politics

       NIPSCO utility campaign
       Mayor and city council races in fourteen months

   •   Goals on above categories for 2007

       # of new members full, assoc. provisional (totals and for year) 700

       bank draft growth (total and for year) 175

       # of organizers 3

       # of active neighborhood groups

       budget size $220,000.00

       turnout #s 2000

•   Growth and Expansion for 2007

    geographic – Griffith

    constituency - white

    canvass – southern district

•   Campaigns and Politics

    Utilities Campaign (gas, electric, water)

    Mayoral elections
    City Council elections

•   Goals on above categories for 2008
•   Goals on above categories for 2009
•   Goals on above categories for 2010
•   Goals on above categories for 2011

YEYB Report 2006
Kansas, City, Kansas
Head Organizer: Andrew Ginsberg

Membership Recruitment and Staffing

                         2005                       2006
New Full Members         141 (Total Members)        118
New Associate            N/A                        116
New Provisional          N/A                        562
November Bank Draft      340                        420
Staff                    1.5 (All White)            4 (3 African-American, 1

Month        # Orgs.   Full Mem Mem/        BD       BD /     Assc     Prov
                                Org                  Org
January      1.5       9        6.0         70       44       2        4
February     1.5       11       7.3         75       50       4        7
March        1.5       9        6.0         60       40       3        16
April        2.0       16       8.0         125      63       9        23
May          2.5       17       6.8         140      56       17       109
June         2.5       12       4.8         90       36       15       99
July         2.0       11       6.5         80       40       16       111
August       2.5       18       7.2         195      78       17       69
September    2.0       10       5.0         70       35       16       55
October      1.5       4        2.7         40       27       4        29
November     0.5       1        2.0         0        0        13       40
Total        1.8avg    118      6.0         945      48avg    116      562
TOTAL        796


Total Chapters:   4             Active Chapters:  1
We have developed a local board. Leadership Development is a work in


First Source Hiring provided an introduction to the machine politics of the
Wyandotte County Commission. We didn’t pass a policy but are poised to move

Neighborhood organizing was our strength in Kansas City, KS. We won a
flashing crosswalk in front of Quindaro Elementary, speed limit signs on the
streets around Clifton Park and increased maintenance in Clifton Park. We did a
double-grocery store action, which won some improvements at one store.




High Turnout: 38
2nd: 29
3rd:  19


See Kansas City, Missouri Report

2006 Goals

New Full Members:                  300
New Associate Members:             400
New Provisional Members:           500
Staffing:                          5 FT Organizers (3 African-American, 2
Latino), New H.O.
Turnout:                           200+
BD Growth:                         $1,500/ MO Deposit
Campaigns:                         Transit, Minimum Wage, Tenant, Abandoned
Expansion:                         Maintain 4 groups, add Tenants Association
Leadership:                        12 strong leaders, 5 leadership trainings
Budget and Fundraising:            See KC, MO Report
Politics:                          N/A

2008-2011 Goals

Yr       FM       AM      PM      BD      Orgs. Groups Active      Top        Budget
                                  Dep.                 Groups      Turnout
‘08      400      500     750     2000    5.0   6      6           200        250K
‘09      500      600     1,000   2,500   6.0   7      7           250        300K
‘10      600      700     1,250   3,000   6.0   8      8           250        300K
‘11      750      1,000   2,250   3,500   7.0   10     10          500        400K
Totals   2,250    2,800   5,250   N/A     N/A   N/A    N/A         N/A        1.2M

Future Campaign Highlights

Continue Tenants Rights work, advocate for light rail in Kansas City, KS and county-
wide living wage, sick pay, etc...

Work with emergent Topeka and Wichita chapters on state legislative campaigns for
Workplace Safety and LIHEAP Funding


We need to expand our base to include Mixed-race neighborhoods in Western Wyandotte
County and more Latino representation

Future Politics

U.S. Senate (’08), Presidential (’08), KS Congress (’08), Wyandotte County Commission
(’09), U.S Senate (’10), KS Congress (’10)

                             Louisiana ACORN Allied Operations

Statewide: Beth Butler & Marie Hurt
New Orleans: Stephen Bradberry, Tanya Harris, Linda Whitaker, Ida Myles, Aiyisha Smothers, Shirley Ann
Marshall, Frenzella Johnson, Tina Sterling, Crystal Dixon, Jeannette Trask, Stacey Heisser, Lorette
Ordogne, Marquita Guss, Mary Lewis, Keila Pena & Teresa Castro.
Interns: Anna Robinson-Sweet & Anna Poe-Kest.
Baton Rouge: Gladys Bernard, Yolanda Lovely, Praisecess Butler, & Ketra Florida.
Lake Charles: Minnie Abney-Lee
Alexandria: Susan Gaspard, & MacKenzie Turner.
December 14 , 2006, New Orleans ACORN became ACORN's national premier growth operation
in 2006 with 2,313 new members. This is an ACORN historic event in membership growth, as
well as another record -- over 91% of new members were signed up on bankdraft.

The epic destruction caused by Hurricane Katrina marked most of the organizing
and campaigns during the year. Originally organized in 1976, New Orleans
ACORN, one of the oldest and largest ACORN operations, became home to empty
houses with no residents in its low to moderate-income communities. New
Orleans itself had become a Louisiana ACORN expansion city; the office was
reopened on January 1st, 2006.

Following up on the organization’s commitment to the members' RIGHT of
RETURN directive—a number of campaigns were devised to “bring our
people home"--

Some Events/Campaigns

        ACORN House Cleaning and Gutting to Preserve the Housing Stock
Over 1,800 homes have been cleaned and gutted, the initial 1,000 by March 31, 2006.

This new multi-use single tactic was developed to sign up members at their point interest --
gutting their flooded home, and was utilized to then move them into actions to prevent wholesale
eminent domain of thousands of miles of low to moderate income communities. It not only helped
develop a list of long-lost members, it also helped develop a tactic that once applied, (a house
was gutted on each street in a neighborhood), an example was set that provided a role model for
what other families should do next. It also allowed other families a way to see that they would not
be the only ones to return on their street. And finally, it provided a way for the family whose home
was gutted to see their house in a state of health and as a place to begin their new lives. It
recreated their stake in their neighborhood. This ultimately allowed us to build a base that was
committed to stay in New Orleans and fight for the neighborhoods. A critical and powerful stand
was taken against the power structure's plan to take all of the land and prevent the people's
return. This ACORN group became the critical core of resistance to the plans to delimit the return
of Black New Orleans.

   #     Used generators to turn on lights in Lower 9th Ward for New Year's Eve celebration of
       coming back and that families would not be prevented from repopulating this acutely
       flooded community.
   #     Successfully sued to stop illegal evictions of residents who had not yet had a chance to
       come home and check on their property.
   #     Feeling the Valentine's Day vibe, a pair of volunteers held their wedding at a house
       they finished gutting in the upper ninth ward.
   #     Initiated, with National ACORN, a bus trip that brought 500 New Orleans members to
       Washington D.C. to march/rally/meet with Congress, FEMA, HUD, etc., that resulted in
       19 billion more dollars to the Gulf region for rebuilding and an additional 4.2 billion
       earmarked specifically for Louisiana.
   #     Held 250-person rally in Lower 9th ward to declare, “I'm From Dat Nine and You Ain't
       Takin' Mine!" None of the members were living in the community and traveled hundreds
       of miles to attend.
   #     Sponsored a 200 person meeting with eminent domain lawyers to educate the
       community on eminent domain laws as part of the ACORN campaign.
   #     Educated voters to pass strict statewide anti eminent domain legislation.
   #     Significantly increased participation in the primary election to demonstrate that New
       Orleanians would not give up our power as neighborhoods and displaced people.
       Members worked so hard in the Lower 9th ward that there was a higher percentage of
       voters there than in areas with significantly less flooding.
   #     Coordinated another 300 person GOTV effort to participate in the historic mayoral
       run-off election.
   #     Won hardship designation for Lower 9th Ward, protecting the hardest hit neighborhood
       from "sudden death eminent domain without notification to the owners" – called the
       August 29th Gutting Deadline. The deadline would have allowed the city to seize and/or
       demolish homes not gutted by the first anniversary of the storm.
   #     Lower 9th ward residents stopped House Bill 1108 which would set up an
       unaccountable scam agency to channel rebuilding dollars for the 9 th ward without input
       from the majority of residents.
   #     Cleared church for first wedding in the Lower 9 th Ward.
   #     Won seismic legislation to protect people's property from a citywide seizure plan by the
       city's August 29 th gutting deadline. Legislation included due process, a right to place a
       home on a list and protect it from seizure, as well as an appeal process.
   #     Re-established Louisiana Environmental Roundtable to begin a public education
       program to assure that as the city rebuilds and recovers, lead-safe work practices are
       observed in order to not further contaminate our neighborhoods.
   #     Another Right of Return issue won, forced the Sewage & Water Board led by the
       Mayor, to certify the water in the lower 9, opening the way for that neighborhood's
       recovery. Residents were only then allowed to rebuild or place a FEMA trailer on their
   #     Provided 1/3 of the participants in the America Speaks program for the United New
       Orleans Plan. ACORN participants drastically changed the demographics and as such
       the outcome of the choices given by previous, predominantly white, wealthy, males who
       had led earlier sessions.
   #     Concluded deal with FEMA and Louisiana Family Recovery Corps to do a pilot
       program for housing families in trailers in their neighborhoods while they work on their

       A new office was opened in Alexandria as a result of Hurricane Katrina's displacement of
New Orleans organizers and leadership. Further, Baton Rouge ACORN net growth of 314 new

members was increased in part due to displaced New Orleans ACORN membership. Lake
Charles steady growth was maintained through the opening of a VITA site and the ongoing strong
leadership of the members there.

        EITC Campaign and VITA Site Operation: VITA sites were operational in all four ACORN
cities. Lake Charles received a grant from the State for EITC and VITA in 2007.

         Lake Charles Police Brutality Campaign: three incidents of police brutality have occurred
this year in Lake Charles and members have been organizing, meeting, and doing actions on the
Mayor, District Attorney, and Justice Department to ensure that these incidents do not continue.

      Vital and amazing new leadership were developed in New Orleans to replace board
members who have been unable to return to New Orleans.

                   Springfield Massachusetts ACORN
                              Gabriel Strachota, Head Organizer
Springfield Massachusetts has one of the highest violent crime rates in the country with
8.7 violent crimes per 1,000 residents per year (pioneer Valley Planning Commission,
2006). One in every three Springfield families fails to put enough food on its table
(Project Bread, 2006). The city is in receivership from the State of Massachusetts, and
has a Control Board, appointed by Governor Romney which has more power than both
the city council and the mayor. The city council, even when it did have power, did not
even have the façade of representing poor neighborhoods, as all its councilors are at-
large. On June 6th 2006, we re-opened Springfield MA ACORN and were disturbed and
delighted to find out that there was very little organizing going on in the city.

Since then I have built one chapter in Springfield’s Old/Upper Hill neighborhood. On
Oct. 3rd the group held its big meeting with 50 ACORN members and community
residents in attendance. On Oct. 7th, when DPW director Al Chwalek agreed to all of
ACORN’s speeding related demands, ACORN members started to see that through direct
action they could get what they wanted for their neighborhood. Excited by the victory the
group has started to work on the issue of violence in their community. “Its not going to
be easy to go up against the police department,” Isaac Bunn Old/Upper Hill Chairperson.

While offered a meeting with the Springfield Police commissioner off the bat, Old/Upper
Hill ACORN leadership decided they did not have enough support or data from the
community yet. At a meeting with board members and member leaders, the group wrote a
10 question police accountability survey. The superiority of the survey that they wrote to
the one I had drafted helped to illustrate the necessity of turning over our work to our
chapters whenever possible. It seems that there is always more intelligence in a united
community then there is in any individual. When I was gone for a month long Head
Organizer training in Denver CO, the group proved its competence as it held its own
meetings, and took the survey door to door every weekend.

2006 YTD Stats (4 months):

Community Organizers: 1
Full Members: 50
Associate Members: 7
Provisional Members: 181
Bank Draft Growth: $20-$200
# of Active Neighborhood Groups: 1
# Members Turned Out: 152

As 2007 approaches Springfield MA ACORN plans to work on the following campaigns.
Paid Sick Days, EITC, Violence and Police Accountability, Speeding, and Vacant
houses and lots. Springfield ACORN is also looking into campaigns to dissolve
Springfield’s Control board, and do away with Springfield’s at-large City Councilors.

2007 Goals
Community Organizers: 3
Full Members: 820
Associate Members: 1640
Provisional Members: 1640
Bank Draft Growth: $3070
# of Active Neighborhood Groups: 4
# Members Turned Out: 750

2008 Goals
Community Organizers: 4
Full Members: 960
Associate Members: 1920
Provisional Members: 1920
Bank Draft Growth: $3,070-$6,670
# of Active Neighborhood Groups: 6
# Members Turned Out: 1,500

This report is for the state of Michigan, as well as for Detroit and Saginaw.

SUMMARY- 2006 was a challenging year for Michigan ACORN. We successfully
completed our first-tier expansion program and were operational in 5 cities for a period.
After winning the minimum wage campaign too soon we never quite figured out the next
step and suffered through incredibly challenging financial times. The year ends with a
few big financial commitments and we are refocusing on the nuts and bolts of
organization building (local drives, campaigns and respectable membership numbers).
This year we will join up 10,000 members in Michigan and we will add depth to our

GROWTH AND EXPANSION- According to density chart, Sterling Heights and Warren
are on our list, though the jury is still out as to whether this makes sense. Other possible
mid-term to long-term expansion targets include: Muskegon, Battle Creek, Benton
Harbor, Jackson, Pontiac and Kalamazoo. In 2007 we need to stabilize our current five
offices and are very unlikely to expand further until 2008 and beyond. Though Saginaw
was open and running for several months, we are now unstaffed and need to solve that
quickly in the first quarter of 2007.


2007-2008 There are a number a swing house districts that are potential canvas targets
that we'll need to assess
2009 Detroit city council and mayoral elections - the city council are all at-large, so there
is no specific turf we need to build in, but we will mobilize and endorse in these races
2009-2010 We will continue to build in Senate 32 in Saginaw, which was very close in
'06, and assess in other senate and house districts.

Young Voter Project - We have been funded for a three-year 18-35 year old voter
engagement project. We'll be developing youth leadership and moving this target group
electorally, starting with the Flint mayor's race in 2007. We hope to use this to raise
more $$ for younger voter engagement.

Campaigns- We are still assessing our legislative priorities for next year right now. In
addition to paid sick leave and child tax credit, we are looking at utilities, anti-foreclosure
and election reform as statewide issues.

Board Development is a significant issue that we need to work on. The young voter grant
will be a catalyst to do more leadership training work. We will do two in state trainings
in 2007.

Minnesota ACORN
YEYB 2006 Report

Numbers for 2006
(Through November)

399 Full Members
374 Associate Members
2388 Provisional Members
3291 Total Members in 2006
14,022 Total Members
95 Renewals

5-9 Organizers

8 Active Neighborhood Groups

Budget $350,000

1677 Members Turned Out
134 Events (meetings/actions)

Bankdraft: $4636

Growth and Expansion for 2006
Geographic – We went from 4 active chapters to 8 (3 in St. Paul, 4 in Minneapolis and 1
in Bloomington, an inner ring suburb.)

Constituency – We expanded into Northeast Minneapolis, a predominantly white
working class and middle class part of the City; Bloomington a suburb with similar
demographics and the Cedar Riverside Neighborhood in Minneapolis which is
predominantly Somali and other African Immigrants.

Campaigns and Politics
Real Estate Scams – Coldwell Banker – We organized about 25 Latino families that we
all ripped off by the same real estate agent who had them sign agreements in English that
they didn’t understand, putting them in houses that were overpriced and with major
repairs and health hazards that remained to be addressed. After a year of pressuring the
agent’s company, Coldwell Banker, and working with the Attorney Generals Office, we
are on the verge of announcing a $375,000 settlement for the families affected.

Corner Stores – Drug Paraphernalia – We pressured several corner stores in North
Minneapolis to take drug paraphernalia off their shelves and helped increase public
pressure that lead the City to revoke the licenses of the some of the worst stores.

Utilities – We did numerous actions and testified and rate increase hearings on Xcel
Energy asking them to reduce rates for low income customers and push back the date in
the spring for shutoffs, which they pushed back from April 15th to May 15th after
additional assistance money was made available.

Housing Inspections Sweeps – In North Minneapolis we fought abusive housing
inspections that forced low income home owners to make repairs that they couldn’t
afford in unreasonable time lines and with large fines if they didn’t comply. We won $2
Million in the 07 budget for home repairs including 500,000 specifically for those
affected by the sweeps.

Bus Stop Safety – In South Minneapolis we put pressure on the police department to do
more about kids being harassed and exposed to crime in the early morning hours when
they wait for the bus. The MPD has agreed to put two additional squads in the worst
areas that we directed them to.

Mall of America Expansion – In Bloomington we organized a group of neighbors
concerned about the $250 million in public financing being proposed to fund expansion
of Mall of America – which was owned by Simon Malls at the time. We attended
numerous hearings and got good press raising potential problems with the expansion.
This contributed to Simon Malls coming to the table with SEIU.

Early and Strategic Endorsements – We were among the first to endorse our strong
ally, the AG Mike Hatch for Governor, Mark Ritchie for Secretary of State, Keith Ellison
for Congress, Lori Swanson for Attorney General, Andy Luger for Hennipen County
Attorney, and Bill Finney for Ramsey County Sheriff. We won half those races with
Ritchie, Ellison and Swanson winning and Hatch losing the Governors race by 20,000

Involvement in DFL Endorsing Process – For the first time we mobilized our members
to participate in the precinct caucuses, senate district conventions, congressional district
conventions and the state convention, helping our candidates win the DFL endorsement.
We were most involved in helping Hatch and Ellison win the DFL endorsement which
were both highly competitive fields. We moved at least 100 members to the precinct
caucuses on March 7th, which helped Hatch come out ahead of his opponents by a
significant margin giving him momentum with in the party throughout the spring. We
ended up with about 10 members as actual delegates on the floor of the State Convention
and our leaders Shada Buyobe-Hammond and Paul Satriano introduce Hatch before his
main address and our organizer D’Andre Norman nominated him from the floor.

APAC and other campaign work – Our APAC members did a lot of work for our
candidates including phone banks, door knocks, lit drops, rallies, and more. Our

organizer D’Andre Norman took a leave of absence to work for the Hatch campaign as
the 5th CD Coordinator. In the last two weeks of the campaign, the HO’s of Madison and
Minnesota also went to the Hatch campaign and our Lead Campaign Organizer, Mary
Duvall went to the Luger Campaign.

ACORN Farmers Market – Hmong ACORN Members in the Frogtown neighborhood
of St. Paul created the first ever, ACORN Farmers Market, located at the Unidale Mall,
where they were able to win lower rates after their previous location was removed.

Traffic Safety – Summit U ACORN Members won a stop sign at a dangerous
intersection that had been ignored for years.

Leadership Development

We’ve done half a dozen new member orientations, over a dozen neighborhood campaign
strategy trainings, and over 100 second visits to our new members to get them more
informed and involved. We’ve expanded our State Board from 8 to 16 members, many
of whom are new to the board. The board is now much more representative of the overall
membership with almost all board members elected recently from active neighborhood
groups. We’ve also organized over 130 meetings and actions that different members
have lead, gaining first hand – on the job leadership training.

Goals for 2007
480 Full Members
420 Associate Members
3000 Provisional Members
3900 Total Members in 2007
17,922 Total Members
150 Renewals

6 Organizers

9 Active Neighborhood Groups

Budget $400,000

2400 Members Turned Out
200 Events (meetings/actions)

Bankdraft: $5,500

Goals for 2008
550 Full Members
500 Associate Members
3250 Provisional Members

4300 Total Members in 2008
22,222 Total Members
175 Renewals

8 Organizers

10 Active Neighborhood Groups

Budget $500,000

2700 Members Turned Out
225 Events (meetings/actions)

Bankdraft: $6000

Goals for 2009
575 Full Members
650 Associate Members
3500 Provisional Members
4725 Total Members in 2008
26,947 Total Members
300 Renewals

9 Organizers

10 Active Neighborhood Groups

Budget $ 550,000

3000 Members Turned Out
300 Events (meetings/actions)

Bankdraft: $6500

Goals for 2010
600 Full Members
700 Associate Members
3750 Provisional Members
5050 Total Members in 2008
31,997 Total Members
350 Renewals

10 Organizers

12 Active Neighborhood Groups

Budget $ 600,000

3250 Members Turned Out
325 Events (meetings/actions)

Bankdraft: $7000

Goals for 2011
650 Full Members
1000 Associate Members
4000 Provisional Members
5650 Total Members in 2008
37,647 Total Members
375 Renewals

10 Organizers

12 Active Neighborhood Groups

Budget $650,000

3500 Members Turned Out
350 Events (meetings/actions)

Bankdraft: $7500

                           Mississippi ACORN
                                711 Hooker St., Suite #1
                               Jackson, MS 39204
                                (601) 360-5123 Phone
                                  (601) 360-5124 Fax

Sonya Murphy, Head Organizer
LaRhonda Odom, Coordinator Financial Justice
Nancy Richardson, VITA Site Supervisor
   • Full, Associate and Provisional Members

   •   Washington Addition/Alto Woods (W5)
   •   Valley St. (W5)
   •   Georgetown (W3)
   •   Battlefield/Arbor Hills (W7)
   •   Belhaven Heights/Foundren (W7)

Council Ward Power
Council Wards 3, 5, 7

Campaigns Won:
   • Three (3) citywide campaigns
   • Won within the 1st year of operation
Update on Progress
Our most significant organizational challenge is to continue to seek out funding sources
and to increase our network of funders and allies. We have increased our membership
base and our network of allies in Jackson. It is continuing to be noted that in the South,
there are not a great number of progressive foundations that fund organizing on a local
level. Nor are there many progressive corporations who will contribute to our work in a
substantial way.
We continue to work with local ally organizations and individuals so that they will have
an understanding of organizing to get them to actually fund it. We are also continuing to
develop our organization to do more grassroots fundraising, so that we are not dependent
on largely-conservative foundations and corporations for our survival as an organization.
By doing this, we have establish and put into place strong and effective organizers to
aggressively achieve local organizing which will help communities win significant

quality-of-life improvements, build a strong power base, and inspire hundreds of
members within the communities to increase their abilities to achieve change.
MS ACORN is faced with closing out the year with 470 members; under our projected
goal for new membership. We have learned a lot about recruitment and training and look
forward to a much more productive year in ‘07’. We have continually had to deal with
the loss of staff and therefore, faced with the loss of recruiting new members which
weakened our abilities to expand. We can only contribute that loss as a direct result of
not having enough funds available to aggressively develop a sound recruitment/training
We have been able to establish four (4) neighborhood chapters, with elected leadership,
established our board of directors, implemented spokespersons who are members with
leadership capabilities. When our regular elected members are not available, we have
members who are available as spokesperson who upon short notices yields themselves for
press conferences and releases, or when a reporter calls with a deadline.
We continue to see a great need to further our leadership trainings, exposing our leaders
to more aggressive trainings in running campaigns, direct actions, recruitment and
fundraising. During our first year it was definitely a challenge in getting membership as
well as staff motivated to actively participate in grassroots fundraising on a daily basis.
In the upcoming year, we are looking to have a more aggressive membership, well
trained to carry out any city or statewide campaign. We have been able to look back and
evaluate our weaknesses and our strengths. We are aware of the areas we fell short in
and are able to access the areas where we were the most strongest in. We recognize our
weakness was in grassroots fundraising, we fell way short in our abilities to implement a
successful internal grassroots fundraising agenda. It is further recognized that our
strengths lied within our abilities to carry out campaigns.

During our first year, we struggled and lost some opportunities to expand due to our
struggle with staff retention, therefore, our focus will be to maintain a committed staff,
with high priorities on training. Training will become the focus of attention with a more
aggressive and in-depth look in training staff to effectively recruit new members. We will
implement a more strategic plan for fundraising, internally and well as externally.
Staff will be provided with a more intense daily training regiment that will equip them to
aggressively attack recruitment of new members.
By doing this, we will establish and put into place strong and effective organizers to
aggressively achieve local organizing which will help communities win significant
quality-of-life improvements, build a strong power base, and inspire hundreds of
members within the communities to increase their abilities to achieve change.

The Head Organizer, through lots of trial and errors within our first year has gained
tremendous knowledge and experience in recruitment, retention, and training. As a result
of this expanded knowledge she will put it into action by developing a strategic plan of
recruitment/training, thus it will result in retention of staff.

Funds will be made available for an aggressive ad placement to recruit top of the line
recruits. More literature will be passed out on doors of every family knocked as well as
using other listmates as a form of recruitment.

Vacant and abandoned properties hurt communities and consumers where it counts—in
the wallet. We conducted a systematic, informal survey of our neighborhoods. We found
most of the communities here were plagued with dilapidated and/or vacant homes, many
with squatters in them, and renters living in unsafe rental properties. These buildings also
presented serious fire safety concerns, unsafe and unfit for human habitat and where
targets for arson.
Our informal study further found that abandoned buildings could be entered easily, and
that they showed evidence of illegal use by criminals. According to information from
residents, crime rates on blocks with open abandoned buildings were twice as high as
rates on matched blocks without open buildings.

During the past several years, our research revealed that the city had not launched an
innovative effort to reclaim any of the abandoned and vacant properties, nor had they
exercised any authority over neglected sites. We launched a campaign that would help the
City of Jackson develop an innovative use of technologies to track and inventory these
vacant properties and to then turn them into affordable and decent housing.

Affordable and decent housing is also a serious issue in Jackson. Last year, nearly 6,000
families were on regional waiting lists for affordable units and the number is certainly
higher now. The city of Jackson is reviewing zoning, in particular to see if multifamily
zoning is “appropriate” for future development. This is largely the result of the drive
towards gentrification, where upper-income residents who do not want to have affordable
housing units built in their neighborhoods.

We also found that many of the landlords who owned rental properties in the City of
Jackson did not live within the city limits nor did they keep their properties up to code.
This was the largest group of people in opposition to MS ACORN’s work on these
campaigns. They wanted top continue to rent out dilapidated homes to poor working
families in Jackson and not be required by law to bring them up to code. Their argument
was that we were opening up the Landlord/Tenant Rights Acts, and should deal with this
issue from that prospective. The members’ argued that according to the International
Property Maintenance Code, more severe measures should have been in place years ago.
Within this manual it calls for properties to be up to building coed prior to renting or
leasing any property. Therefore, the council members and the City of Jackson had no
choice but to support this ordinance.

Vacant Building Ordinance
MS ACORN members worked hard and were successful in getting policy change for well
over ten thousand families in the City of Jackson. With the new policy change, families
will no longer have to accept living next to a dangerous building which attracts crime.

Members saved families over millions of dollars with break-ins and destruction of
properties and have help increase the property value of many families.
• Successful in getting passed a Vacant Building Ordinance
• Over 10,000 people will be affected
• Millions of dollars will be saved in break-ins and destruction of property

Rental Occupancy Permit Ordinance
This is an ordinance which will go hand-in-hand with the vacant building ordinance
which makes it law for landlords to have their properties inspected prior to renting the
building. In doing so, this will ensure it meets code prior to someone moving in. If there
are code violations this ordinance forces landlords to fix the existing problems resulting
in the building being brought up to coed for the tenant.
This ordinance was met with lots of opposition from slumlords who fought vigorously
not to get this ordinance passed. Members were growing faint in having to attend meeting
after meeting with city attorneys and landlords on several occasions and attended hearing
after hearing to hear how this ordinance should not be implemented. However, the city
council saw how this ordinance would increase the quality of life for their constituent and
voted it into law on 6-0 vote.
    • Successful in getting passed a Rental Permitting Ordinance
    • Over 20,000 low income families will be affected
    • Hundreds of in homes in Jackson will be brought up to building code
    • Thousands of families will live in decent housing

Curbside Mailbox Resolution
The curbside mailbox campaign was a serious campaign. Members of MS ACORN
found that because the city of Jackson United Postal Service was putting up curbside
mailboxes in low income areas without the written permission of the residents, members
sought to find out the reason behind the mailboxes.
Through the research of the members, they were able to ascertain that the USPS violated
their own policy. According to their policy, they must obtain written
signature/permission prior to changing the mode of delivery. The members went to the
city council and asked the council to implement a resolution prohibiting and curbside
mailboxes from being erected in the City of Jackson. Identity theft was a huge issue with
many residents in Jackson. Crime is very high and residents were afraid of their identity
being stolen. With this campaign, millions of dollars have been saved by not having
important mail with important documents sit at the curb until it can be retrieved.
    • Successful in getting the City Council to pass a resolution prohibiting additional
        erecting of curbside mailboxes in the City of Jackson
    • 5,000 people will be affected by not becoming high risk to identity theft
    • Billions of dollars will be saved in reduction of peoples identity being stolen
    • Hundreds of seniors with disabilities will no longer have to struggle to walk to the
        curb to retrieve their mail

YEYB Report 2006
Kansas, City, Missouri
Head Organizer: Andrew Ginsberg

            STAFFING 2005                           STAFFING 2006
New members: 299 Dues Paying, 94          New members: 1,541 (334Full,
Provisional                               204Associate, 1003Provisional)
November Bank Draft: $1,754.50            November Bank Draft: $1,290.50
Organizers: 2.5 (2 African-American, .5   Organizers: 12 (10 African-American, 2
White)                                    White)

Month         # Orgs.   Full Mem Mem/         BD          BD /    Assc    Prov
                                 Org                      Org
January       3.0       34       11.3         310         103     2       23
February      3.0       35       11,7         240         80      15      52
March         3.0       33       11.0         290         77      17      75
April         4.5       30       6.7          180         40      14      28
May           4         26       6.5          190         48      6       28
June          4         33       8.3          340         85      15      40
July          5         15       3.0          155         31      5       127
August        3.5       21       6.0          155         44      12      97
September     4.5       30       6.7          180         40      7       67
October       4         15       4.3          115         29      6       55
November      11        62       5.6          350         33      105     411
Total         4.5avg    334      6.7          2505        51avg   204     1003
Total         1,541
Members –
All Stripes

Total Chapters:    8           Active Chapters:       3
Board Meeting Attendance has averaged 50%

We did not expand our neighborhood groups. Attempts were made to maintain
the groups and combine them for campaigns of common interest. In
neighborhood work, we won a boulevard clean-up on Benton Boulevard (which
goes through three neighborhood chapters) and vacant lot clean-up.

Campaign work was our strength this year. Some highlights include:

Wal-Mart: We did a huge action on the manager’s meeting in January, we
participated in an anti-Wal-Mart forum, we flyered with Wal-Mart Watch on
several occasions and we hit Bernstein-Rein (their ex-advertising company) on
the day of their shareholder meeting.

Policing: We did a large meeting demanding increased community policing. The
results have not been positive. Members want to make this issue part of the
upcoming Council Elections

Education: We had the deputy superintendent at a town hall style meeting to
hear our demands aimed at reforming the KC School District. This followed a
nice action at the school board meeting.

Minimum Wage, Minimum Wage, Minimum Wage. We led the signature
gathering campaign in Congressional Districts 5 and 6, hitting the goal at the last
minute despite the fact that many of our allies said we couldn’t do it. We ran the
GOTV for the whole campaign and organized two rallies in support of raising the
minimum wage. One of the rallies had pro-Minimum Wage hip-hop music.


Our top turnout was 130. Here is a breakdown of top turnout events:

100+:        1
40-60:       4
25-40:       4

Leadership Development
We held four leadership development trainings attended by 52 participants (some
were repeat participants). This is an area where we need to improve.

This was our biggest budget year by far as we have raised and spent nearly
$500,000 between Kansas City, MO and Kansas City, KS. Voter registration has
accounted for 40% of the total with grant income, minimum wage campaign
income, bank and union donations and dues providing the majority of the
remaining funding.

2007 Goals

New Full Members:                750
New Associate Members:           2,250
New Provisional Members:         4,500
Staffing:                        Maintain 8 organizers and 1 full-time admin (7
African-American, 2 White/ Latino)
Turnout:                         Top 200 once, Top 100 twice, Top 50 three
BD Growth:                       Sign up 500 new bank drafts, which should
guarantee $2,500 deposit
City Campaigns:                  Policing, Working Families Agenda Items,
Charity Care, Education
Legislative Campaigns:           Working Families Agenda items, Minimum
Wage Defense?
Expansion:                       Three new neighborhood groups in Northeast,
South and extreme East Kansas City, Thriving Associate member canvass in
North Kansas City and the North Suburbs as well as Raytown and Grandview.
Leadership:                      6+ leadership trainings, more strong leaders
around the main core
Budget and Fundraising:          Projected at $600K for KCMO and KCKS. Very
Politics:                        City Council and Mayoral race (Feb-Mar ’07),
WFP Fusion Signature Gathering (?? ’07)

2008-2011 Goals

Yr      FM      AM      PM       BD      Orgs. Groups Active          Top        Budget
                                 Dep.                 Groups          Turnout
‘08     800     2,500   5,000    3,000   8.0   15     12              500        450K
‘09     900     2,750   5,000    3,500   9.0   16     12              500        500K
‘10     1,000   3,000   5,000    4,000   10.0  18     15              1,000      550K
‘11     1,100   3,250   5,000    4,500   13.0  20     15              5,000      700K
Totals 3,800    11,500 20,000 N/A        N/A     N/A       N/A        N/A        2.1M

Campaign Highlights: City Campaigns should include Ceasefire-like approach to crime,
Charity Care, Financial Justice in ‘08-’10. It is hard to speculate what our major
campaign will be in 2011. It should be our crowning moment, culminating in the 5,000
turnout goal and should be tied to the 2011 city council elections. Legislative Campaigns
will include Working Families Agenda items, Payday lending, Percentage of Income
Payment Plan. When the legislature turns over in 2010, we can actually win these
campaigns along with overturning the Medicaid cuts.

Expansion:             A chapter in every low to moderate-income area in Kansas City,
MO and organized mega-groups of the Associate members. This would introduce 40-40-
20 diversity to match the city’s racial breakdown.

Politics:             Presidential (’08), Fusion (’08), Targeted MO House/ Senate (’08),
Congressional District 6 (’08), MO House/ Senate (’10), US Senate (’10), KC Council

                    Omaha, Nebraska ACORN
                      2006 YE/YB Report
                       Opened: July 2006
Amy Yount – Lead Organizer
Ariana Gum – Field Organizer

Membership 2006:
Full: 80
Associate: 72
Provisional: 324
Bank Draft Total: $260.00 monthly / all growth
Neighborhood Groups: 2 (SE Midtown & North Omaha) active
Turnout: Big Meeting for North Omaha chapter; 42 in attendance
Campaigns: Began a city-wide Winter Shut-off Utilities Reform campaign in
New Leaders Developed: 5

Goals 2007

New Full: 300
New Associate: 75
New Provisional: 2000
Bank Draft: Raise it to $1,500/ month throughout 2007
Neighborhood Groups: 5 active
Staffing: Hire one field organizer and a tax preparer for VITA site
Turnout: Have a minimum of 3 events (100+) – Utilities, Minimum Wage
and neighborhood-based campaign
Leadership Training: A minimum of 4 quarterly meetings
Leadership: A minimum of 7 during each drive / re-org for a total of 42+
  Begin APAC / APAL program.
Expansion: Organize a chapter in South Omaha, start another chapter in
North Omaha and expand to NE Midtown.
Campaigns: Raise the Minimum Wage in Nebraska, Winter Shut-off
Utilities Reform and various neighborhood-based campaigns (absentee
landlords, vacant lot/buildings, predatory businesses).


We completed two neighborhood organizing drives and had a couple strong
quick hits (speeding traffic issues). Members are in the beginning stages of a
city-wide campaign surrounding the current winter shut-off policies of MUD
(Metropolitan Utilities District) and OPPD (Omaha Public Power District);
providers of gas, water and electricity.
We are looking towards organizing 3 more chapters in the coming year, to
encompass the growing Hispanic and Sudanese populations in Omaha.


A couple of the things in the works - Financial Justice Center, VITA / EITC
site and raising the minimum wage. We will also implement the APAC and
APAL programs. This will not only increase our member numbers, but will
make ACORN more visible as a positive force in the Omaha metro area.

Operational improvements needed to reach goals:
Building a larger active base and improving turnout – Organizers building
better relationships with members through 2nd visits and more interactions
Signing up more members – Organizers need to better network with existing
members and the surrounding community.
Internal Fundraising – New standards need to be set for organizers; a
minimum of raising $450.00 / month per organizer.

Growth Projections in 2008 – 2011

Membership: Increase exponentially by 60% each year.
Bank Draft: Have at least 55% of full members on bank draft system, with
the actual monthly draft hovering around 45%.
Expansion: Grow by 2-3 new chapters each year and sustain the existing
ones. By 2009 want ACORN chapters in surrounding areas of Omaha.
Turnout: Have a minimum of one mass-based turnout event (300+) per year
and a minimum of 4 quarterly large turnout events (100+) per year.
Leadership: Have at least 10 leaders per active neighborhood group.
Leadership: Have a minimum of 4 leadership meetings per year and a
leadership academy once a year.

HUDSON, NJ YE/YB report 2006

2006 Report: We were working with the campaign affordable housing, migration
and security in the neighborhood.

We move 489 members in different event in the community.
We had meeting with the Jersey City Mayor, Union City mayor , the chief police
and councilman.
We had 1900 provisional member from Pal proyect and no partisan proyect, 86 new
Bankd and 32 asociate.
In the migration campaign move the member to Washington D. C and the Big rallys
in New Jersey in may first and april.( we moving april 07 more what 200. people for
the immigration rally, and may, 01. moving 150.people all this people was moving
for the immigration campaign.)

The result the meeting whit the police y major is now member of acorn and the city
working together in the security the neighborhood afro-American, and Hispanic
people doing the block association, in the jersey city we are in the coalision for
affordable housing, we now is working in the campaign for past the ordinance for
this issues. In west new york. Now starting one new capitulo for this city. In the
next year.

The pal proyect we had 50 members working in the community for the eleccion
November 7 .

We were doing, four drive in the community( march, 03 coming the 150.people.jersey
city, may, 18 coming 100.people.union city, Agost, 24.coming 150.people in Jersey City,
and September between nov.07 doing the pals proyect, and no partisan project,) we works
the apals drive, this drive is now abandonment as a consequence lider.
more the mobilization in the campaigns the immigration, and moving 25.people in the
ohio for the national convention, no forget in this years is the new office open. In
Hudson county.
2007-2011 Plans:
Including Growth and Expansion for 2006, geographic, constituency, Campaigns and
Politics, Leadership Development, Others:

Focus on leadership training in 2007 – 10 new leaders, build participation of english
leaders, strengthen regular leadership meetings, Welfare, Immigration and Affordable

Summary of numbers 2006-2011
              2006      2007              2008              2009      2010      2011
Total                   2780/480/300/2000

Bank draft                 2780
# Organizers               3                   3        3        3        3
# Active         3         4                   5        5        5        5
Budget Size      175,246
Turnout                    700


By Tatiana Ron

Number for 2006
New full members with bank draft……….. 160
New cash members……………………….. 145
Associate members……………………….. 71
Provisional members……………………… 600
Number of organizers…………………….. 2
Number of active neighborhood………….. 2
Budget Size………………………………150.000
Turnout #.................................................... 16
Growth and expansion for 2006
Geographic, canvas.- North Newark, Central and West Newark, and Perth Amboy
Campaigns and Politics.-
Lead Campaign
Asthma Campaign
Day Labors Campaign
Immigration Issues
Tenants Rights Issues
Leadership Development.-
Three leadership training
Goals on above categories for 2007
Increase the membership in 500 new bank draft members
Increase associate members in 1000
Increase provisional members in 2000
Increase our founds thru found risen with our members active participation
End successfully with old campaigns
Star new campaigns involving actively the community and City
Open at least three new chapters in order two growth our power us Acorn

Increase relation ship with local and state politicians.
Increase relation ship with the media
Increase relation ship with many different organizations
Increase number of organizers
Goal on above categories for 2008
Increase our power thru increase member ship and look for own office (own property)
And develop our leaders, organizer and members to very high levels of social conscience.

                           Paterson YE/YB report 2006

2006 Report:
Including Growth and Expansion for 2006, geographic, constituency, Campaigns and
Politics, Leadership Development, Others:

Paterson ACORN moved closer to developing 50 units of affordable housing this year,
thanks to the hard work of Ismene Speliotis & Tara Benigno who applied for and won
funding from the state and twisted the Paterson Mayor Joey Torres to get the city to
contribute the last bit of funding. Construction expected to start early 2007 and opening
expected 2008.

The Housing Authority of the City of Passaic uses a higher percentage of Section 8
vouchers than most cities, and had moved some funds into buildings, so when Bush’s
formula change cut the actual dollars going to Section 8 approximately 400 families were
slated to lose their vouchers and be out on the street. We believe today it is Passaic,
tomorrow your city-- as the cuts to social service programs hit our membership.
Members are fighting to get Congresspeople to support a bill that would return about $70
million dollars to the Section 8 fund. We just learned that our members will not be
homeless, the state fund that we won two years ago will be taking over their vouchers.
This is an incomplete win, because it reduces the total number of vouchers in the state
and takes the pressure off the federal government to meet their responsibility; members
continue to engage congress people to make sure the $70 million is returned.

In Passaic our day laborer group has continued to be complicated. We have won close to
$15,000 of back pay and medical benefits for members, but have had to continuously
reorganize and continue to fight to maintain wins like making sure police don’t ticket
daylaborers. The members accepted an ill advised work center deal where they will be
paying a landlord rent after 6 months on a building they fixed up. The relation with
ACORN continues but is difficult to maintain.

We’ve recently started working with a coalition to stop a plan to restructure the court
ordered education funding formula. The new plan would replace the Abbott decision’s
mandatory funding of poor districts with a formula that would increase funding to middle
income districts (good) but without a plan to sustainably continue funding of poor

We registered close to 9,000 voters, and carried out a PAL program in Passaic driven by
members involved in Immigration & Section 8 issues.

2007-2011 Plans:
Including Growth and Expansion for 2006, geographic, constituency, Campaigns and
Politics, Leadership Development, Others:

In 2007 Leyda Flores will take over the Paterson office and will focus on training a bi-
lingual head organizer. We’ll focus on leadership training, bringing in 20 new leaders,
building participation of bilingual leaders, and strengthening regular leadership meetings.
Campaign priorities will be education, immigration, welfare, and housing.

Summary of numbers 2006-2011
              2006            2007              2008              2009              2010
Total         1780/257/16/141 4468/480/288/1920 7156/480/288/1920 9844/480/288/1920 12,532
Bank draft          1260/-120           2,260/+1000               2,760/+500               3,260/+500             3,760/+
# Organizers        2                   3                         3                        3                      3
# Active            5                   5                         6                        6                      6
Budget Size         161,763             235,000                   250,000                  250,000                250,00
Turnout             720                 800                       800                      800                    800

                                   Trenton, NJ ACORN
                                   YE/YB Report 2006
A. Membership Report and Goal

                  Total                  2006               2007                    2008
2009              2010                  2011
           Full    Asc    Prov   Full   Asc   Prov   Full   Asc       Prov   Full   Asc    Prov   Full   Asc    Prov   Fu
Members    258     66     65     66      11    266   90     600       1350   110    800    1700   120    1000   2100   13

B. Bank Draft Growth Report and Goal

We had 32 new bank drafts in 2006. In 2007, our goal is 60. 2008:75. 2009: 90. 2010:
105. 2011: 120.

C. Number of Organizers

We averaged one organizer in Trenton. Our goal in 2007 is to maintain one solid
organizer, and also have a canvass of 5 people that works three months of the year in
Trenton. 2008: 1 organizer; 7 canvassers. 2009: 2 organizers; 10 canvassers. 2010:
2/10. 2011: 2/10.

D.   Number of Active Neighborhood Groups

We have one active neighborhood group currently. Goal for 2007: 2. 2008: 3. Maintain
at 3.

E. Budget Size

2006: 100,000*. 2007: 125,000. 2008: 150,000. 2009: 160,000. 2010: 170,000.
2011: 180,000.
(Trenton staff were often paid out of statewide after we lost our HO, so this is an
estimate. We need to separate in 2007.)

F. Turnout

2006: Largest event a 52 person meeting about housing. 2007: 100 (a good organizer's
drive coming home). 2008: 120 (drive plus canvass). 2009: 120. 2009: 120. 2010: 120.
2011: 120.


We did have a small canvass in Trenton in 2006 for 2 months, and will build a permanent
one in 2007 as Trenton becomes our state base of operations. We expanded to Latino turf
in Trenton in 2006, with a successful drive starting a new chapter and developing some
core leaders. We will do a drive to establish a third chapter in 2007.

Working out of Trenton as an initial base, we have started a "Camden suburbs" chapter
over the last month. We will stabilize this, with a strong organizer and a canvass, in


There are no local races that matter in Trenton in 2007, nor were there in 2006. Our
Trenton lead organizer did move to Newark to run a big GOTV operation in October of
2006. The state is going to concentrate on one or two targeted races in 2007, and Trenton
staff may participate.


Two solid board members from our West Ward chapter have been very active all year,
traveling around the state regularly to participate and acting as spokespeople often at
Trenton (state capital) hearings and events and surviving (and assisting with) staff
transitions. A great new leader from our new South Ward chapter has also been excellent
and participated statewide, leading our statewide training on building a multiracial
organization, for example. We obviously need to focus on developing a deeper bench of
strong Trenton leaders as we play a bigger role in the state legislature.


We are planning to move our base of state operations (State HO, leg director, memb
benefits coordinator, recruitment, etc) increasingly to Trenton in 2007.

                 New Mexico ACORN YEYB Report 2006
Matthew Henderson, Head Organizer                     Nellie Jimenez, Field Organizer
Yolanda Peña, Las Cruces Regional Organizer           Lilia Dominguez, Field Organizer
Bonnie Greathouse, Lead Organizer                     Erica Krause, Associate Canvass
David Perkins, Field Organizer                        Marcus Johnson, Field Organizer

2006 Performance
Full Members                                   196
Associate Members                              203
Provisional Members                            1,080
Net BD Increase                                -$1000
Average # Organizers                           5
Local Groups                                   4
Budget                                         $376,500
Turnout                                        1107

Growth and Expansion for 2006

Our full member growth this year was poor but other growth was promising. As the year
comes to a close, we are doing big numbers in associate and provisionals with our
associate canvass. Our immigrant organizing has finally taken off this year with
immigrant groups organized in Las Cruces and Albuquerque, staffed with their own
immigrant organizer. Most important, we returned to Las Cruces after a year’s absence,
this time, for good, with long-time ACORN leader Yolanda Peña running the office.

Campaigns and Politics

Although our year was very good, it was certainly narrow in its focus on minimum wage
and the 2006 elections. We won minimum wage in the City of Albuquerque, and, by
YEYB, we should have won in Bernalillo County. We lost in the legislature on our
statewide bill by a single vote in the Senate, but we were a force, sailing through the
House, forcing the Chamber of Commerce to take a neutral position, and forcing the
Senate to lock its members in its Chambers when our Lobby Day turned out 200 people
(86 red shirts) that broke in to delegations of 5 to 25 and pulled dozens of legislators off
of the floor to demand accountability on minimum wage.

We ran a modest voter registration drive (2,000 cards) but a flawless one, providing no
fuel to incite allegations of fraud. Our PAL program had mixed success but certainly
provided the invaluable benefit of developing new leaders who mobilized friends to vote,
some by pounding the pavement, some by using the cellphones to let friends know they
were on their way to pick them up for early voting. For the first time, we made a major
effort to move people to vote early (up to 17 days before Election Day) with Count-on-

Me’s for the first day of voting, a blitz on the first day, and a recurring push up until the
final Saturday. We still don’t have final numbers and won’t until the new year, but
anecdotal evidence suggested our precincts did as well at Early Voting as anywhere else.
On Election Day we had 138 paid canvassers on the doors, plus PALs, for our smoothest
operation yet. CCI and OMS got it right this time. Great job, no riots.

Our payday lending work has produced lots of excitement but few results yet. A little
action on EZ Payday Loans got the company President to fly out from St. Louis to
negotiate with us to no avail. This is one experience that has led us to believe that we
have to create a competitive product to fight predatory lenders successfully. Our first
steps in developing a relationship with First Financial Credit Union, which will provide
an ethical payday loan product and help members pay off existing loans, has gone well,
and we plan to make it succeed in early 2007.

Our community college reform has allowed us to own the issue of what low-income
students need and want out of community colleges. The project has fostered relationships
with most of the key people in the state who work on community college education. And
it has helped us get into places like Gallup where we had no connections. This work is
truly our most statewide. The project, however, has focused for over a year on students’
needs assessment, so we have not begun to even fight for anything yet other than the
need-based scholarship that was funded for the first time this year in New Mexico. In the
coming year, we need to figure out how to translate this work into campaigns that wins
stuff for our members and how to form a permanent base in places like Farmington out of
meetings with students.

The last campaign worth noting is our immigrant work. Though members participated in
the spring marches, it was not until the fall, when our immigrant group finally elected
officers, that it feel as though we had built an active, united, immigrant base. We still
have a long way to go, but we have so far had a fruitful accountability session with 25
members and the Mexican Consulate, which won commitments on improved treatment
by the consulate of Mexican citizens and greater access to information and services. We
still need the newsletter translated completely into Spanish and anything else we can
think of to realize immigrant members’ full investment in the organization. And New
Mexico, of course, is willing to contribute to the work needed to make this happen.

Leadership Development

Never enough. All of the above campaigns produced new, good leaders. We are not,
however, finding a correlation between members who attend formal, leadership
development training events and those who actually become leaders. All of our
successful leaders are coming straight out of organizing and have often not even been
able to attend leadership training events. We’ll continue to try to make this work.


With the Bernalillo County Clerk having been elected Secretary of State, we are now
working with our friends to install Maggie Toulouse, former LCV director, as the new
clerk by a vote of the County Commission. We may win, and, in doing so, have not just
a sympathetic clerk in place (which we have had) but an incredibly smart and competent
one, who will work with us to make sure the voter registration and election process is fair
and efficient and to ensure that gratuitous attacks on ACORN’s voter registration work is
more competently defended by the Clerk’s office.

We finally bought our office.

2007-2011               2007          2008       2009            2010           2011
Full Ms                 600           700        1000            1000           1500
Associates              2000          3000       2000            4000           2000
Provisionals            5000          10000      5000            8000           5000
Net BD Increase         1000          500        1000            500            1000
Organizers              10            12         11              12             12
Local Groups            12            15         15              15             15
Budget                  $439K         $600K      $500K           $600K          $600K
Turnout                 2000          3000       3000            4000           4000
The 2008 Elections provides the urgent need and the means to leverage resources that
will allow us to spread into other cities beyond Albuquerque and Las Cruces. Our plan in
2007 is to use a number of grants, campaigns, and new strategies to build something
wherever a conservative Democrat is running for reelection in 2008 and where the Dems
came close but lost in 2008. In some cases, this means just building up our Las Cruces
operation so that it has local groups in Senators Mary Jane Garcia’s and Mary Kay
Papen’s and Representatives Mary Helen Garcia’s and Joe Cervantes’ districts, as well as
in Senator John Arthur Smith’s district in Deming, 50 miles away. In other cases, this
means using our statewide fair housing work and community college reform efforts to
seed organizing committees in Gallup (Senator Lideo Rainaldi’s district), Farmington (all
Republican but very working class), Roswell (Senator Tim Jennings’ district), Rio
Rancho (Republican swing turf, especially Rep. Jane Powdrell’s district), Las Vegas
(friendly and powerful Dems), and Española (Representative Debbie Jaramillo’s district).
This is all turf where legislators that represent tons of poor people should be better
supporters but aren’t and where higher registration and voter performance by our
constituents as a result of our work in ’08 will give us the state. As we develop small
bases in these districts, we will also run an Associate Canvass through each of these
legislative districts once in 2007 to pick up 25 to 40 associate members in each district
and 250 to 400 provisional members.

Lastly, we will work with environmental and labor allies to recruit candidates to
challenge bad Democrat and Republican incumbents in these districts.

The campaigns we will move in Albuquerque and these other districts for 2007 include
legislative work on minimum wage, state EITC, payday lending, and defense of
immigrant rights. Non-legislative campaigns will include financial justice work and the

expansion of our ethical payday loan product, VITA, and local immigrant rights issues as
well as citizenship classes. We also intend to assist El Paso ACORN in expanding their
economic justice work into southern New Mexico and help start up Juarez ACORN.
Lastly, we will work on two friendly city council reelection campaigns for Albuquerque
districts 2 and 6, for Debbie O’Malley and Martin Heinrich.

In 2008, we will work legislatively to get funding outreach money for state EITC and
funding for our environmental justice work in southern New Mexico. We will build early
in the year a hybrid paid and volunteer election program in all of the districts identified
above where we have built membership bases. This will mean taking members joined
through fair housing, college reform work, and associate canvasses and building small
organizing committees that register voters, talk to voters, organize accountability sessions
and APAC interviews. We will focus major donor fundraising on funding an organizer to
develop these groups and to provide election jobs to the members in these mostly dirt-
poor districts. We want to do 40,000 voter registration cards, primarily outside of
Albuquerque, and 600 workers on Election Day in 5 counties with a goal of unseating
one anti-poor, entrenched state legislator as a result of our work.


2009 will bring the first, long legislative session in New Mexico after the one this coming
January. After wreaking havoc in at least one legislative district, most-likely with a
conservative Democrat, this session will be our opportunity to use the respect we have
gained to move legislation as never before that wins our members important stuff and
makes more tax dollars available for community organizing and providing community
services. Such legislation might include a permanent state LIHEAP fund and money for
outreach in parts of the state where Albuquerque’s utility, PNM, does not fund us to do
outreach. It could include money for organizing low-income college students and
significant funding to expand support services for these students at colleges, as well as
scholarship money.

This will also be the year that Albuquerque has an open seat for mayor. Some of the City
Councilors who we help in ’07 may be candidates, and we will play a more significant
role in this race.

2010 will, likewise, have an open seat for Governor. We have good relationships with
the current, most likely candidates and need to be a player in this race. We need to raise
money for our political work for this cycle based on the redistricting that will happen in
our state following the 2010 census.

2011 seems to be a good place to review some other things that will have needed to
happen by this point. From 2007 to 2010, as we expand from 2 cities to 6 or so, develop
sources of funding to expand LIHEAP and VITA outreach into each of these areas,
develop new expertise in environmental work, college education, and immigrant
organizing, and develop members and staff that are experienced in legislative work, voter
registration, and elections, it seems to me that we will need increasingly specialized staff:

A lobbyist, a state VITA coordinator, immigrant organizer, and fair housing director for
2007. An environmental organizer, field director, voter registration director, and
education and political organizers for 2008. Our success in securing these staff and
making sure that the membership is moving right along with us in 2007 and 2008 will
determine how successful we are in 2009 and beyond. Either the world will be our
oyster, or we will still be figuring it out as we go along.

                    Charlotte ACORN
                             Y E Y B            2 0 0 6

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       abandoned housing boarded up and removed. Abandoned housing looks to be
       one of the largest issues in both NC cities.
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                                   Ohio ACORN
                                    YE/YB 2006
                              Head Organizer: Katy Gall

We end the year with 5 staffed offices, with Toledo remaining unstaffed. In the last
month, Liz Kropp has moved up to Cleveland to take the place of Stuart Katzenberg,
Amy Teitelman, who had been lead organizer in Cincinnati and then PAL program
coordinator, has stepped up as HO in Cincinnati. Just this past week Columbus organizer
Lashell Alexander moved up to Akron to take over the office there.     Lashon Maupin
and Barbara Clark continue their great work in Dayton and Columbus respectively.

Goals for 2007 – maintain 25 organizers, end the year with 6 staffed offices with head
organizers, statewide staff of 4 people.


               Avg. staff size mems/mo/org bd/members        full/assoc/pro    Groups
Cleveland      5               94             $945/89        371/94/5172       4
Columbus       6               42             $2355/218      363/128/2290      5
Cincinnati     4               123            $1701.19/149 251/228/4928        4
Dayton         3               53             $270/27        286/268/1184      2
Akron          .5 for 6 mos    n/a            $160/16        1/15/1200         1
Toledo         1 for 3 mos     n/a            $140/18        29/30/384         0
Overall        25              63             $5571.19/517 1301/763/15158      16

Most of the growth in provisional membership can be attributed to members gathered
through voter reg and the minimum wage canvass. There are still people to be collected
in one place and added together but the final number of provisional members is likely
higher. In the last three weeks of the year we are calling all of these folks from a phone
bank to set up follow up appointments. In 2007 we will sign up 1500 new full members,
2500 associates and 10,000 provisionals.


Minimum Wage
Of course our biggest campaign this year was to raise Ohio's minimum wage, which
raised wages for 719,000 Ohioans. ACORN built a coalition of groups, collected the
bulk of the signatures for the initiative and ran a massive canvass – thanks to Jessica and
crew, and Mari Englehardt who came in in the late summer and ran it through to a
successful finish. Along the way we did a number of local actions and events that raised

our profile with allies and electeds in our cities. In Cleveland, Columbus, Cincinnati and
Dayton we passed city council resolutions in support of Issue 2, with press conferences
with the mayors of Columbus and Cleveland. Dayton ACORN loaned Leiland Woods to
the effort for the last two months, and he organized clergy support committees in
Cleveland and Cincinnati, building relationships for ACORN with the biggest churches in
those cities. Cleveland, Cincinnati, Columbus and Dayton also hosted clergy breakfasts
for supporters. With the direction of Kimberly Olsen and the hard work of Amy
Teitelman, we had members volunteering in three cities as part of the PAL program.

Voter Registration
This year we registered 116,000 new voters under the formidable leadership of Beth
Berendsen who will be greatly missed as she moves on! The VR program was not
without obstacles, which mostly came in the form of terrible rules put out by our
Secretary of State which made it illegal for organizations conducting voter registration
drives to designate one person to hand in cards – so each volunteer or paid canvasser
would have to directly hand in the cards they collected, or face severe penalties including
felonies. Thanks to Brian Mellor and Teresa James, who filed a lawsuit that got the rules
thrown out and garnered a lot of positive press for ACORN in the process.

Voter Protection
In addition to our victory in court over the secretary of state, we have been working in
other areas to protect Ohio voters. In February we did a 100+ person action at the
Department of Job and Family Services to demand that they offer the voter registration
services they are required to under the National Voter Registration Act and began a series
of meetings with that department. This fall we joined with other groups to file suit
against the Secretary of State to ensure implementation of the law and we are waiting on
the outcome. On election day we had an 800-number for people to call with questions
about voting or to report problems, which fielded over 100 calls. Finally, we are
exploring opportunities for 2007 based on what we have learned from verifying our voter
registrations and from this year's election.

Sherwin Williams
We have continued actions against Sherwin Williams, including a 150+ person action
(with PA and MI ACORN members) at the SW board meeting in the spring, hits at the
home of board member Mr. Smucker and lots of local actions at SW stores. In
Cincinnati, members collected postcards to hand in to the city councils to push them to
sue SW, and in other cities we've done small events thanking council members who have
already sued paint manufacturers. We have also started to talk to staff at the Attorney
General's office about what the state can do to go after paint manufacturers.

Local Campaigns
Local city reports should have more detail, but highlights included continuing work on
charity care in Columbus, as well as uncovering developments of new homes that have

been poorly built in Columbus and quick hits to win cleanup of neighborhood parks
(Akron) as well as vacant houses and new streetlights (Dayton).

Our 2006 lobby day with about 150 members was twice as big as 2005. Members did
more than three dozen visits around increasing the funding for lead abatement, voter
protection issues and In 2007 we will have a legislative director to help shape and move
our agenda in the legislature.

                                Akron ACORN
                                 YE/YB 2006
                       Lead Organizer: Lashell Alexander
                   Organizers: Nicole Moore; Claiborn Dooley

We end the year with two full time field organizers and lead organizer Lashell Alexander,
after having no community organizing staff from June-November. Lashell Alexander has
stepped up from Columbus to Akron and taken over the office, which should bring great
things in 2007! While unstaffed, we did conduct a large VR and GOTV operation over
the summer/fall and the neighborhood chapters were loosely maintained by a group of
very committed leaders..

In the spring we did an action on a Money Mart that was covered by a local TV news
station and one action to demand cleanup of a neighborhood park which won some

Looking ahead to 2007
With an experienced organizer on the ground in Akron we are looking forward to a great
year! In 2007, our goal is to have a staff of 3 organizers, run a VITA site in our office,
and complete 5 organizing drives.

Cincinnati ACORN
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                        Columbus Ohio YEYB 2006


  Charity Care- we here in Columbus have been working hard to get a resolution passed
although we haven’t yet we have continued to get thousands of dollars in hospital debt
cleared and have continued to sign up members,one thing that has happened we were able
to sit down with one hospital chain and give our list of demands,and discuss better
collection practices which has taken effect. Also better visibility in emergency rooms
about Charity Care. One other thing I have noticed about ACORN being persistent and
continuing bringing members to get their bills taken care of one hospital has began to
cooperate more where before it was only one chain now we have two chains clearing off
liens and bills. My goal for 2007 is to get the resolution passed by Columbus City
Council, that everyone eligible for Charity Care knows it before leaving the hospital and
that we are all charged the same price.(NOT LOWER PRICES BECAUSE WE ARE AN
HOSPITAL) In 2007 plan to start a campaign for better health care so everyone is
eligible for health care which means getting signatures to get it on the ballot and
hopefully in the 2008 election everyone will have health care.

Sherwin Williams Campaign is going on all over the North Atlantic,however in Ohio
where the headquarters is located several ACORN Offices gathered their members and
went to Cleveland 400 or more strong and marched, chanted in front of the Sherwin
Williams building of course we could not enter and no one else for that matter unless
they had enough I.D. there was a lot of press and we did get a meeting out of it.
Columbus members also joined Cleveland members for an action at a Sherwin William's
board member's house in Medina Ohio. We continue to have actions and flier
communities in our different cities, where when they meet with us in 2007 they won’t
offer us peanuts .but will commit to cleaning up their mess, no matter what the cost.
Goal for 2007-2011 is to start programs in our communities through Acorn offices
getting homes cleared of lead paint and laws put into place that homeowners must have
homes inspected before renting or selling.

gathered 732,000 signatures all around Ohio to get it on the ballot registered over 30,000
voters in Columbus ,Ohio what a better year to have Acorn Convention than in
Columbus,Ohio where we were able to attract some big names (HILARY
OF ALL 25OO ACORN MEMBERS,we rallied and marched up the busiest street in
support of RAISING THE MINIMUM WAGE,we canvassed neighborhoods,and talked
to communities ,putting signs out and hearing support everywhere we went RAISE THE
STOP and we took that thought to the polls on Nov.7th and RAISED THE MINIMUN

     My goals for political in 2007and 2008 is working on voter suppression, changing some
     laws concerning felons and voter rights,also making sure every vote counts.Of course
     my biggest campaigns will be voting to change Predatory Lending Laws,in 2008,2009,
     and then from 2008 until 2011 voting to get Health Care for everyone Also I almost
     forgot help to get a national min.wage increase to $7.25.

     Constituency          my goal for 2007 will be predatory lending victims …. In 2008
     getting health care issues on the ballot 2009,2010 2010 2011 will be talking to members
     seeing what is the priorities Goals for all upcoming years will be membership growth and

        CANVASS Columbus tried a canvass in 2004 and didn’t do well however I feel we
     could do another canvass and do better in 2008 since I know more and could contribute
     so we will try a canvass in 2008 and then continue in years to come 2009 2010,and 2011

                              D a y t o n A C O R N
                             Y E Y B 2 0 0 6 - 2 0 0 7

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                             PA Statewide YEYB Report.
State Head Organizer: Ali Kronley
Legislative Director: Matt Fargin
State Political Director: Krista Holub (moving to national political operations regional coordinator
Dec 05)
Voter Registration Coordinator: James Thompson (moving to Philly staff as local political director
Dec 05)
Local Head Organizers: Joan Collier, Jeremy Reiferson, Maryellen Hayden, Antoinette Kraus
Financial Justice/ VITA director: Urell Spain

The major campaign highlight was passage of a utility assistance bill to dedicate $20 million in
state funding to low income families. This was a fun campaign that worked the way statewide
campaigns should – we had lots of actions in each city against local utility companies that
resulted in local wins, we were able to sign up a bunch of members, we came together for
statewide actions and lobby days in Harrisburg and in each city on the same day, and had a
group of leaders across the state really running the show.

In addition to the Utility work, ACORN played a major role in a coalition effort to increase the
Minimum wage, turning out 100s to lobby days in Harrisburg and willing to do actions. We
struggled with coalition partners to get the press and credit we deserved, and need to figure this
out. Same thing with our work successful to increase Block Accountability grants, ended up
delivering more money to “hard to staff schools” in low performing districts across the state for
teacher training & mentoring programs.

Also, we were the group responsible for pushing the Governor’s administration to fix problems
with the SURE matching system… basically preventing newly registered voters from being thrown
off the voter list, we played a role in preventing passage of a bad payday lending bill, and also
successfully organized against a bill which would have required voters to show ID at the polls (the
Governor veto’ed it).

This was big for us this year. Our statewide PAC met regularly, endorsed candidates, held two
candidate forums with 50+ turnout. We had to fight for our pieces of the electoral field program,
and think that the Rendell Campaign made some mistakes in not giving us more, especially in the
Lois Murphy race. We did raise money, with Krista doing a huge pieces of the work building
these relationships, (and help from Jon Kest’s networks) to play a role in two contested state
races in Southeast PA. Antoinette’s network of 61 PALs did great work, and Neil’s Canvass
paved the way for our paid crew (about 80 people on the doors on ED, managed by James
Thompson); these combined efforts increased voter turnout significantly more that surrounding
precincts where we didn’t work, despite fact that candidates lost (one by gutwrenching 40 votes).
                                           th                       th
Also did little bit of work with SEIU in 4 CD outside Pittsburgh & 7 CD outside Philly, and ran a
large scale GOTV operation helping bring Casey over the top in Urban districts in Pittsburg. The
PAL program in Philly also increased turnout and helped kick out Santorum. On the Voter Reg
side, James Thompson ran a huge statewide program to that registered 112,000 new voters,
developed great staff, and managed to skated thru again with very little problems, thanks to Lisa’s
efforts developing relationships with local BOE’s and her Quality Control machine. All in all, a
decent first year as a political force in the state of PA.

Expansion, growth:
Although not all of our offices have been staffed all year, this has still been a year of growth for
us. Most significantly, we have barreled into southeastern PA, with constant events with
impressive turnout by Antoinette Kraus and Neil Herrmann. This work in Norristown, Coatesville,

and Pottstown has kept us on the front page of the local papers weekly, developed passionate
leaders committed to doing the work needed to build the organization, and paved the way for the
majority of our political work this year. We also re-staffed Allentown this year, first with Chris
Campbell who completed organizing drives in new turf and now Jeremy and Sondra starting
organizing drives in bilingual turf. We have struggled to keep staff in Erie, but nonetheless, have
a small base there that has made a mark on local issues, and done great work with our tax site.
Finally, there has been local expansion into Allegheny County from the Pittsburgh office, this set
the stage for us to play a role in a contested congressional district. Philly and Harrisburg are the
only two cities without growth this year, and we need to get both of them back on track for the
upcoming year.

Financial Justice Centers/ VITA:
We ran VITA sites in Philly, Erie, Harrisburg, Pittsburgh, and Allentown this year. Across the
state, we completed 2611 tax returns, opening a new tax site in Erie. Our goal statewide for 2007
is 3550. In 2007, we will also expand into Coatesville. Additionally, we started a Financial
Justice Center in Philadelphia – we routinely sign up more members at the FJC monthly that most
of our organizers on the doors. This work continues to be a great way for us to raise resources,
deliver services to our members, and have a different face to show the rest of the world. This
program is run statewide by Urell Spain, who has pretty much singlehandly stepped up and
brought all of this work to a new level. For next year, we need to figure out how to get banks to
pay for this work, and to offer more utility assistance programs.

Our state board met 5 times this year, with large participation each time. The meetings were
good, focused on organizing, and there is a real cadre of leaders committed to doing good work
in local cities & implementing strategies to build power across the state. This comes thru at the
meetings, and operates against some individual tendencies to create conflict & divisions,
especially between staff & leadership. In general, we have made significant strides in learning
how to function as a state organization run by grassroot leaders, with new people stepping up,
and have thoughts on how to continue to improve this next year. It is of course super problematic
that many of our board members have not been elected for a long time, and we have not had
actual elections at the board level this year, but much of this needs to be dealt with at the local
level, but we do have the capacity to deal with it this year, so it feels like there is a solution.

Our budget is small – we will have spent just over $100,000 this year. Implemented a state
shared that all offices contribute to, and were financially stable throughout the year, but unable to
figure out how to raise new resources. Have spent the last few months working with Candace
Bell at the William Penn Foundation and other education organizations in the city to apply for
national FEO site; it just came thru, meaning there will be $500k over three years for expansion
of education organizing across the region. We are guaranteed a piece of it and believe we will be
able to turn this into our first significant foundation money for both SEPA and the Statewide
operation. Other than that, we survive off of DCED money and voter reg… and unfortunately the
state account has become too much of a revolving loan for local offices which we need to fix too.

Goals for 07:
In many ways, this year needs to be a year for us to focus on our locals. We need to develop
HOs for unstaffed offices (Erie and Harrisburg) and increase all of our existing head organizers
capacity. There are Mayoral elections in Pittsburgh and Philly, and County Commissioner races
in the Philly Suburbs, so we need to figure out our play here and move it big. Legislatively, we
want to move paid sick days. On staffing, we need to hire someone to play a role recruiting and
maybe even training field staff statewide. On leadership, thinking about starting an executive
committee that meets monthly, as well as some large leadership training event (like a PA
legislative conference). And we need to figure out new ways to raise money, and to stabilize
several locals so that our statewide account becomes less of a revolving loan fund.

Philly YEYB report –

2006 report
Head Organizer: Joan Collier
Political Director: James Thompson
Canvass Director: Neil Herrmann, soon to be Tara Cattel
Campaign Director: soon to be Neil Herrmann
Field Organizers: Keyonnee, Blossom, Kim, Antonio, David, Omer
Organizing Trainees: Ty, Juan, Khalik
Canvassers: Sonrisa, Jessie T., Tracy, Jessie B., Divana, Lauren, David
Administrative: Lisa Thompson

1. The Numbers
Number of New Full members: 608                           Operation Budget: around $750,000.

Number of New Associate members: 104                      BD monthly deposit: $7,997 (Dec 06)
Number of New Provisional members (in DB): 4742           BD Change: about $2500 decrease

Ave Organizers/mo: 6             Number of events: 61, possibly higher, hasn’t really been getting
in stats.
Ave Full NM/org/ mo: 9           Total turnout: poor reporting here, stats say 313, probably about
                                 Ave TO/org: again, poor reporting here, but probably still only
about 8/mo.
Largest Turnout events:
        Convention – 47                        Active Neighborhood Chapters: 6
        Hunting Park Big Meeting - 42          Inactive Neighborhood Chapters: 8
        Election Day training – 38

2. Campaigns
Most of our campaign work this year was in coordination with other PA offices – we played a big
role in passing the increased minimum wage, winning the utility assistance money, and
preventing the voter ID bill from passing. More locally, we also formed a coalition to pass
Inclusionary Zoning legislation, and the bill is moving forward and giving us a chance to do lots of
fun actions against developers. Finally, a bunch of good quick hits/ neighborhood campaigns
throughout the year delivered neighborhood services to our members (clean & seal abandoned
houses, Rec centers cleaned up, etc), and we are in the middle of a hot neighborhood campaign
around police & violence issues in West Philly, spearheaded by Keyonnee.

3. Political Campaigns, APAC, & PAL
Highlights: November 4th - Election Day Rally and Training. Forty PALs, ACORN members and
community folks turned out for a day of discussion on Working Families issues with guest
speakers Tony Payton and Councilmember Miller's Chief of Staff. Longtime member John Moore
acted as M.C. and encouraged everyone to sign-up to Get Out the Vote on Election Day.
Participants walked away with the concrete skills and materials to mobilize their networks and
neighborhoods to vote on November 7th. October 10th - Our Community Votes Event Leading up
to the election, PALs not only spent time educating voters on the issues but also on where
elected officials stood on these issues. Thirty members gathered to celebrate our Voter

Registration Drive and release the ACORN Legislative Scorecard outlining congressional voting
records on key issues.
-126 PALs were recruited from the ACORN membership and community leaders.
-On average, each PAL contacted 31 voters each, including neighbors, friends and family
-All together over 4,000 voters were contacted with at least a personal face-to-face touch, a
phone call, and a mail piece.
-On Election Day 38 PAL s worked the voter lists, pulling people out to the polls and providing
information such as polling locations.

4. Voter Registration
With the leadership and operational wisdom James Thompson, Philadelphia ACORN was able to
register over 60,000 individuals and also make the state change the SURE system/ HAVA policy
to ensure that low and moderate income families were being placed onto the voter roles through
our election administration program. Philadelphia ACORN also developed a positive relationship
with the Philadelphia Board of Elections by influencing the BOE to adopt administrative practices
that helped the BOE streamline their ability to process applications more timely, and through the
watchdog method of voter verification process that Lisa Bowman implemented to know who and
who not was getting onto the roles.

5. Financial Justice Center & VITA site
This year our Philadelphia VITA operations completed 869 income tax returns and we expect to
increase that number to 1000 in the upcoming 2007 tax season. With creativity and tact the
Financial Justice Center has been the gateway for both new memberships and setting the tone
whereby potential homebuyers and existing homeowners improve their financial situations.
Through these workshops ACORN was instrumental in reestablishing the credit-worthiness of at
least 15 families. Each workshop brings in 10-15 attendees eager to improve their finances
through budgeting and spending techniques, and predatory and scam awareness. The Center
has signed up 60 new ACORN members since its inceptions in July of 2006.

6. Leadership
Highlights include A’s drive in Hunting Park and Keyonne’s organizing in west Philly, which has
led to development of new leaders in our neighborhood groups, and Krista, Joan, and Blossom’s
work with the PAL’s which has created a committed group of leaders doing field work. But our
board is tiny, and we only completed one organizing drive all year, and in general, we need to
work on developing more active members and new leaders next year.

7. Staff Development
Highlights -- We have created new positions and have very talented people in them. James, after
doing excellent work running our VR crew, and then our GOTV operation, just stepped into our
citywide legislative director position. Neil ran an awesome canvass all year, and is stepping up
into campaign organizer, with Tara set to build a canvass in Philly. Krista did great work the PAL
program in Philly and across the state, helped us raise political money. We have struggled with
recruiting and training field organizers all year, but seem to be coming out at the other end of the
tunnel after our post election academy with many new talented trainees coming on full time, and
will start hiring out of our canvass, which also should help us out.

8. Money
We didn’t go broke. Voter Registration, William Penn Foundation & outreach contracts kept us
alive, but timing out of CCHD and Hazen’s decision to stop funding Philly sucked, and the $2000+
drop in our bank draft is simply heartbreaking.

Future Goals

Most exciting & immediate is Mayoral election in May. We are going to make Housing & Heat
THE issue in the mayors race, get 1000+ people out to a candidates forum, and move a bunch of
big fun actions. We’ve got a great staff committed to making this happen, and Jon Kest’s help in
figuring out right directions has been great. Urgent need to rebuild – our bank draft, our
neighborhoods, our field staff, etc – and have the right staff leadership and organizing program to
drive it. (Other number goals spreadsheet)

Individual Staff Reports:

Joan Collier: I have been with ACORN a proud 2 years, 2 months. I am really excited about out
Inclusionary Zoning Campaign and don’t want to stop that fight. Also, proud to be head organizer
of Philly for the last year. I am excited about doing more neighborhood work next year.

James Thompson: I have been with Philadelphia ACORN since February 2006 and started out
as the Political Organizer for Philadelphia, a month later moving to the State Field Director for
Voter Registration, and after the elections transitioned to Political & Legislative Director moving
on track to become Philadelphia ACORN’s Executive Director. I believe that as a team
Philadelphia ACORN has developed a core team of staff who understand their role in the office,
and I am proud to say that is the most important growth and development overall. I hope to see
more staff and members developed into quality leaders to spearhead Philadelphia ACORN into
the forefront of the issue platform of city and social politics in the city.

The Year That Was by Neil Herrmann: In the past year, my proudest accomplishments are
running a canvass that signed up thousands of new members and successfully worked on
campaigns to increase PA minimum wage, state funding for LIHEAP and increase funding for
head start & accountability block grants. We also helped set up strong new ACORN chapters in
Norristown, Pottstown, & Coatesville… overall a good time was had by all! IN THE YEAR
AHEAD: I would like to see us grow and prosper by building stronger relationships with
membership base & improve turnout. I would also like to see us campaign for a third lane on
route 76 and tip jars at fast food restaurants.

Krista Holub: I have been with ACORN since Feb 2005. I am most proud of our efforts to get
Santorum get out of office. I am most looking forward to new position as Regional Political
Coordinator in PA and DE, and I can’t wait to develop some local ACORN politicians in 2007.

Urell Spain: I have been with ACORN for 2 years and right now I am directing the Financial
Justice Centers. I am excited about the number of people who are coming into ACORN through
out outreach efforts – people are hearing about ACORN and coming to ACORN for a solution to
the mismanagement of their funds and they think we can help them with everything. I am excited
that they feel confident in ACORN and that they come to us for help. I have signed up 69 people
since July and that is a lot. Next year I want to see more people flock to ACORN to get what they
need and pull themselves out of financial problems and know that they can correct and be safe
from predatory scams in our society. I’m just glad to know that ACORN is a resource to have and
people can help themselves.

Blossom Kaleo: I have been with ACORN for 5 months. I have been working in a neighborhood
chapter in West Philly and restarting the chapter. Our issues are crime, abandoned houses,
broken bridges, and affordable housing. The exciting time has come where a new organizing
committee is coming together to tackle these issues. Our PAL program was successful in raising
the turnout for voters. I am excited for next year and getting the community fired up for the next
Mayor’s race.

Keyonne Thalia: I’m the new organizer in West Philadelphia, I have been with ACORN since
Sept 2006. The highlights of the last couple months would have to be our triumph with L&I to

knock down four of the abandoned houses in West Philly after rallying and receiving excellent
channel 10 coverage. I am looking forward to watching ACORN’s Mill Creek chapter grow and

Tara Cattell: In August, I began canvassing for Philadelphia ACORN. Throughout the summer
and early fall, we canvassed the suburbs of Philadelphia on the Fair Utilities platform, winning
state funding for LIHEAP. I also canvassed through the GOTV program in November. Following
the GOTV program, I trained as a Community Organizer, and am now settling in as Canvass
Director. We are currently planning and deploying our urban canvass, which is focusing its
strength on the impending mayoral primary w/ Affordable Housing as the main issue on the table.

Kim Heron: I’ve been with ACORN for 4 months; I started off as a political organizer in Reading
PA, and am in Philadelphia now. I am most excited about organizing the Philadelphia
communities around affordable housing and violence which are the most important for the
members and excited to build leadership in Philadelphia area and Germantown neighborhood to
work on these issues. Most proud moment is last 2 weeks of voter registration, when registered
3000 people in Philadelphia.
Antonio Alaya: I have been with ACORN since Nov 4 right before the election. I enjoyed
working with ACORN then, and was honored to be called back for the academy. The academy
was a learning experience where I gained a better feel for motivating people towards a cause. I
am especially happy to be part of the ACORN staff and very much looking forward to learning
more and continuing on.

Lisa Bowman: I’ve been with ACORN since Febuary of 2006. My job title is State Administrative
Co-Director. I was very proud to be a part of the Project Vote and as the Head Quality Control
Specialist managing a staff of five. I would like to see our communities get more involved.

Omer Khwaja: I have been working for ACORN for a couple months. I had a great time doing
the GOTV in Cincinnati. I am looking forward to organizing in the south in the next few months.

Khalik Benjamin: I am a community organizer. I have been part of the organization for the three
weeks now, I have learned how to community organize and my rap is improving. In the future I
hope to become a great asset to ACORN and bring on new members every day.

Ty Murray: I have been with ACORN for about 1 week and a half and what I have learned is that
people really do have concerns about their area and eant changes to occur and if we work
together things will change. I realize with me organizing people actually want to hear what I have
to say and listen to the people they have hope for a better community.

Juan Ortiz: I’ve been at ACORN for a week and three days. I’ve learned that when I start
knocking at doors I wasn’t really ready at first but I have gotten better at it. About the new year
coming in, I’m really ready for the election coming up and getting people ready to vote and also
getting a lot more members.

                           Lehigh Valley PA ACORN
The most significant change in Lehigh Valley has been the reopening of the office. After
being briefly without staff at the end of 2005, Lehigh Valley ACORN is again an active
office, currently employing one community organizer and a head organizer.

Average staff size:    1              Maximum staff size: 2

     New Full members to have joined this year: 94
            Bank draft membership dues growth: $115/ mo
     New Provisional members to join this year: 200 approx
     Total current membership:                   560 approx
     Members attending 1or more leader training: 22

Voter Registration:
       Total number of voters registered:           188

VITA (2nd year)
      Total returns:          451            With EITC:     228
      Total refunds:          $697K          Total EITC:    $370K

Event highlights:
       Biggest turnout event: 75 person action to win stop signs in Eastside chapter
       Convention turnout: 20 adults

Organizational highlights:
One organizing drive was completed in Allentown. The Eastside chapter organizing
committee made traffic safety their primary concern and succeeded in pressuring the
mayor and streets department director to install additional stop signs at several
intersections within the chapter. There were 50 people in attendance at the big meeting.
Several strong leaders, such as Scott Dietz, Marie Deeds, and Sharon Katzer, came into
our world from this drive.

Lehigh Valley ACORN is currently at the dawn of two organizing drives. We have
finally begun organizing in Easton (a plan put forth two years ago) and are developing
our first chapter in Center City Allentown.

Members have built strong relationships with the mayor and several State

We hosted a candidate’s forum for a State Senate special election which all four
candidates attended. APAC endorsed no one, however, a member-driven GOTV
program occurred. We surpassed our voter turnout goals by increasing turnout by more
than 5% from a previous similar election, gaining us recognition by politicians.

        Allegheny County ACORN/Pittsburgh

                                                         Numbers for 2006
                                               •   Full Members
                                               •   Goal 386 Actual 298
                                                      o 88 members to go
                                               •   Associate Members
                                               •   Goal 105 Actual 93
                                                      o 12 members to go
                                               •   Provisional Members
Campaigns and Politics                         •   Goal 972 Actual 1598
                                                      o exceeded goal by 626
Minimum Wage                                   •   Bank Draft Growth: $410.00
                                               •   2006 Bank Draft Total: $21,623.50
Twice in 2006, Allegheny County ACORN                 o # of Organizers: 4
loaded up a bus and came to Harrisburg in             o # of active neighborhood groups: 6
coalition with the Mon Valley Unemployed              o budget size $349,000
Committee and the AFL/CIO unions,                     o turnout #s: 300
taking care to always be the biggest group     •   Growth and Expansion for 2006
on the buses, and lobbying our                        o Began River Town Organizing,
representatives for a raise in wages. We                 building a group in Natrona
also lobbied our representatives at home              o Had a 125 person Big Meeting in
on Thursdays and Fridays. The minimum                    Homewood
wage passed in Pennsylvania. We now            •   Capacity Building for 2007
have a reputation for being able to turn out          o Hired two more organizers
the community with the unions, and the PA             o Developed a Canvass
President of the AFL/CIO has agreed to be             o Aggressive membership goals for
honored at our Banquet in May.                           a target of 15,231 members by
Voting Rights
Our (formerly) conservative state legislature passed a law that would take away
the voting rights of former felons, and require id’s at the polls for everyone in PA.
ACORN members answered by filling a bus for a trip to the devil’s door…we
thought that we could get the Senate to vote against the law, but though we met
with every single Senator that day, it became clear that they were going to pass
the bad law too. So we turned on our heels and marched right up to the
Governor’s Office and lined up to sign a giant petition on a huge piece of card-
stock. Each person wrote a little note about how the bad law takes away our right
to vote. We had 12 former felons on our bus, and they told their stories. We
asked the Governor to veto the law. Then, still not satisfied, we went to the
Lieutenant Governor’s office and conducted the same (friendly) action, and
asked her to urge the Governor to veto the law. Ms Lillian Allen, now 98, posed
for a picture with the Lieutenant Governor, and she gave us her promise.
Satisfied that we had done all we could, we went home and waited. When
Governor Rendell came to Kaufmann Auditorium in the Hill District to announce
his veto, we filled the room, proudly cheering.
On Statewide Utilities, we did actions at Columbia Gas and Equitable Gas,
visited the Governor’s office, and came to Harrisburg. We sent postcards to our
elected officials, and helped 129 people sign up for LiHeap at our Financial
Justice Center.
Financial Justice
We have leafleted Money Mart several times, and are working to help people get
control of their finances, letting our neighbors know that Money Mart Loans are
Rip Off Loans. We have filled two buses to march on their parent company,
Dollar Financial, and we are currently conducting a survey of Money Mart’s
practices in our community, so that we can expose them in a report.
Financial Justice Center
Our FJC prepared free taxes for about 600 people this year, helped 210 file
motions to stop their sheriff sales, and when ACORN Housing pulled out of
Pittsburgh, we learned to do PA HEMAP loans ourselves. We are conducting
regular Save Our Homes Meetings, Credit Counseling and Budget Classes, and
are helping people apply for benefits through our Benefits Bank program.
Sherwin Williams
Sherwin Williams has felt our heat often. We filled a bus to go to Cleveland to
march on their headquarters in the spring, and we leafleted a store along the
way. We have done two actions on local Sherwin Williams stores in our
community, and have leafleted them a couple more times. We marched to the
City County Building to give testimony about how lead hurts our children and
asked them to pass a resolution calling on Sherwin Williams to clean up its mess
in Pittsburgh.

Local Neighborhood Campaigns

Homewood ACORN
Homewood ACORN members have led a very successful drive, with 125 at the
big meeting and 100 at the Political Action Leaders Forum on Development.
Meetings were attended by the Mayor, Senator, House Member, Police, Fire,
Public Works, and City Council. Homewood ACORN marched on City Council to
demand that Homewood be considered for redevelopment, and they have
secured an important meeting with the URA.
Natrona ACORN
Natrona ACORN built the first neighborhood group in northern Allegheny County,
and their big meeting resulted in the boarding up of a blighted building, a second
police officer patrolling their community, and a meeting with their representative
about opening an ACORN community center in Natrona.
58 ACORN members in Pittsburgh signed up to be PALs, and voter turnout
increased everywhere we worked. In Natrona, where the PAC endorsed
Dermody for State Rep, he won by 230 votes. No doubt who got that job done.
Voter turnout was also increased in Homewood and Wilkinsburg, where it was
important that the community voted, and where most of our PALs live. We are
proud to announce that Jason Altmire won over Melissa Hart, and that Casey
won over Santorum. It was clear that people wanted a change, and ACORN
PALs were proud to help them get registered and get out to vote in Pittsburgh.
Expansion Plan
In 2007, We Plan to Grow
There are 1,281,666 people in Allegheny County. About a third of them are low to
moderate income. In order to build real power, we need to organize ten percent
of the low income population, or about 64,083 people, in the next five years. How
will we get there? By signing up lots of full members, associate members, and
provisional members! Goal for 2007: 15,231 new members.
 Allegheny County ACORN Pittsburgh Goal Projections
                             2007    2008 2009 2010                2011
 Full Members              1231
 Associate Members         4,000
 Provisional Members       10,000
 Bank Draft Growth         1108/mo
 Bank Draft Total          2219/mo
 # of Organizers           4
 # of Active Groups        8

 Budget Size               $249,000
 Turnout #s                2,000
Rhode Island ACORN YE/YB Report 2006

Numbers 2006

RI ACORN joined up a total of 13,239 members in 2006: 987 full, 1841, associate, and
10,411 provisional members. Our bankdraft grew $100 from $2347 to $2447. We
averaged 6 organizers throughout the year and 6 canvassers. We currently have 4
organizing drives happening and 1 reorganizing drive, however, RI ACORN has no
active neighborhood drives outside of these current drives. Our budget was $300,000. We
averaged 21 members per event we had this year and our largest turnout was 130.

Growth and Expansion 2006

In March we hired a Canvass Director, Jeff Partridge, who quickly built a canvass that
has expanded our membership into new cities including East Providence, Pawtucket,
Warwick and West Warwick. These cities that surround Providence are moderate income
and/or mixed income neighborhoods. These cities represent state house and senate
districts of our current general assembly leadership. Our canvass average 6 canvassers all
year but had close to 15 canvassers going out during the election season months of
August, September, October and November. Our canvass started in April targeting
districts of legislators that we needed to move on our anti-predatory lending bill and was
a tool to not only expand our member base but also to generate calls and letters to
targeted legislators from their constituents in support of our bill. In July our canvass
operation quickly turned into a voter contact and GOTV operation.

Campaigns and Politics

    In the past year, our two major victories were the passage of anti-predatory lending
legislation and our voter contact work.

    The Home Loan Protection Act was signed into law by Rhode Island Governor
Donald Carcieri on July 27, 2006. The new law will create consumer safeguards
including eliminating incentives for lenders to make predatory loans, developing a rate
and fee threshold for high-cost home loans, and providing access to counseling and
education for borrowers. Rhode Island ACORN members worked with Senator Juan
Pichardo, Senator Frank Ciccone, State Representatives Joe Almeida and John
McCauley, the AARP, the Center for Responsible Lending, and the Rhode Island
Housing Network to get the bill written, introduced, and passed through both chambers of
the Assembly. Last fall Rhode Island ACORN established a commission that held public
hearings across the state, where ACORN members testified at the hearings about their
damaging experiences with predatory home loans. Rhode Island ACORN members made
hundreds of calls to legislators, spoke out at hearings, and went to the state house to show
their support of this important legislation.

    The 3 most important things that helped us pass this legislation effectively were: a
canvass operation that generated calls and letters from constituents to their legislators (so
much so that it was mentioned in hearings and on the floor of the House and the canvass
generated 400 calls to the Governor’s office in 2 weeks), the hiring of our state
legislative/political director, Pete Wilson, who gave us the ability to be in the state house
when we needed to, and 2 leadership trainings during the campaign (the first to plan the
legislative campaign and the second that focused on skills like lobbying legislators and
testifying at hearings).

Our Voter Program

    Rhode Island ACORN registered 9100 new registrants, conducted a successful APAL
program which contacted over 14,000 voters and had a voter contact canvass that
collected members while at the same time colleted voter “Count on Me” Forms from over
6, 500 registered voters and contacted those voters 4 times before E-day and several
times on E-day.

Leadership Development

   RI ACORN conducted 2 local leadership trainings which trained 50 members and we
developed 100 new leaders from our APAL program.

Goals for 2007

    RI ACORN will join 9,100 new members in 2007: 600 full members, 2000 associate
members and 6,000 provisional members. We will grow our bankdraft to $3350/month
by the end of 2007. We will average 6 organizers on staff and have a goal of developing
and maintaining 4 active neighborhood chapters. We are planning to have a big turnout
event of 300 in February and 1,000 in May. We are going to organize our expansion turf
of East Providence, West Warwick, Warwick and Pawtucket and currently have
organizing drives being done in 2 of these cities where we expanded with the canvass in
2006. Our campaign priorities at the state level are schools and passing a set of financial
justice bills that deal with RALs and payday lending. In Providence, we would like to
raise money to run a tenant lead campaign to pass inclusionary zoning.

Goals for 2008

    RI ACORN will join 12,700 members in 2008: 1,000 full members, 2,200 associate
members and 9,000 provisional members. We will average 7 organizers and 8 canvassers
throughout the year. We will grow our bankdraft to $4350 by the end of the year in 2008.
We would like to be able to affect voter turnout in a pinnacle state rep. or state senate seat
in order to build our statewide electoral power. We would like to have 2-3 VITA sites in
3 different cities in Rhode Island.

    • Southeastern Pennsylvania ACORN 2007
Expansion Plan:
    - There are approximately 1,955,638 people living in Southeastern Pennsylvania ACORN,
        which consists of Berks, Bucks, Chester and Delaware Counties.
    - Of those individuals roughly 77,443 are low and moderate-income households.
    - That being said there is a potential to sign up 1,548 full members.
    - I would like to set a goal of 20,000 full, associate and provisional members would like to
        sign up 600 full members, 4,200 associate members and 15, 200 provisional members
    - This will be done by having a staff of three organizers, a canvass director and a canvass
        crew of 6 to seven people on the doors every day.
    - This breaks down to each canvasser signing up 58 associate members a week/ 14
        associate members a day. Each canvasser signing up 211 provisional members a month
-       To sign up 600 full members, I will need 3 organizers signing up 16 people a month. To also
        be realistic I am going to supervise each staff around 5 members a day to reach 20,000
        members. I would like to build my bank draft to $2,000. This will help to create a balance
        between the canvass staff and organizers to make up were one operation might fall behind.
                                                       th     th
    - We will focus heavily on expanding into the 7 and 8 congressional districts.
    - Chester is a high priority city
    - Place a large amount of attention on contacting all members through email, autodial calls,
        and mailings
    - We will build to large scale operations consisting of four county boards
    - This will require a budget of $220,000
Political Goals:
    - To start building a strong base for 2008 and be a key player in SEPA
    - To play a key role in several council races in at least Pottstown and Coatesville
    - Play a key role in school board races in Norristown
    - Research who holds power and if there is any work to be done in Montgomery County
        Commissioners race
    - Keep building the PAL program
    - Perhaps ballot initiatives??
    - Build a strong reputation for running gotv field programs
Leadership Development:
    - Build at least 5 more neighborhood chapters and elect boards to each chapter. Build four
        large county chapters.
    - Work on developing key leaders based on legislative and PAL pieces
    - Develop a strong lobbying team
    - Continue our Tennant’s rights campaign and homeowners organization in
    - Continue our fair representation on the police force campaign in Coatesville
    - Work on paid sick day legislation
    - Be the force behind statewide campaigns

                             Southeastern Pennsylvania ACORN

Each year grow by 20,000 members so we can reach over 100,000 members in the region, which
is about 5% of the population. Build our bank draft to $2,000 every year to have a BD of $20,000.
Have a large canvass operation every year and develop new ways to move membership. Run at
least three members for office in 2008 and 2009. Be the key political consultant in the region.

                               Rhode Island ACORN
                                YE/YB Report 2006
Numbers 2006

RI ACORN joined up a total of 13,239 members in 2006: 987 full, 1841, associate, and
10,411 provisional members. Our bankdraft grew $100 from $2347 to $2447. We
averaged 6 organizers throughout the year and 6 canvassers. We currently have 4
organizing drives happening and 1 reorganizing drive, however, RI ACORN has no
active neighborhood drives outside of these current drives. Our budget was $300,000. We
averaged 21 members per event we had this year and our largest turnout was 130.

Growth and Expansion 2006

In March we hired a Canvass Director, Jeff Partridge, who quickly built a canvass that
has expanded our membership into new cities including East Providence, Pawtucket,
Warwick and West Warwick. These cities that surround Providence are moderate income
and/or mixed income neighborhoods. These cities represent state house and senate
districts of our current general assembly leadership. Our canvass average 6 canvassers all
year but had close to 15 canvassers going out during the election season months of
August, September, October and November. Our canvass started in April targeting
districts of legislators that we needed to move on our anti-predatory lending bill and was
a tool to not only expand our member base but also to generate calls and letters to
targeted legislators from their constituents in support of our bill. In July our canvass
operation quickly turned into a voter contact and GOTV operation.

Campaigns and Politics

    In the past year, our two major victories were the passage of anti-predatory lending
legislation and our voter contact work.

    The Home Loan Protection Act was signed into law by Rhode Island Governor
Donald Carcieri on July 27, 2006. The new law will create consumer safeguards
including eliminating incentives for lenders to make predatory loans, developing a rate
and fee threshold for high-cost home loans, and providing access to counseling and
education for borrowers. Rhode Island ACORN members worked with Senator Juan
Pichardo, Senator Frank Ciccone, State Representatives Joe Almeida and John
McCauley, the AARP, the Center for Responsible Lending, and the Rhode Island
Housing Network to get the bill written, introduced, and passed through both chambers of
the Assembly. Last fall Rhode Island ACORN established a commission that held public
hearings across the state, where ACORN members testified at the hearings about their
damaging experiences with predatory home loans. Rhode Island ACORN members made
hundreds of calls to legislators, spoke out at hearings, and went to the state house to show
their support of this important legislation.

    The 3 most important things that helped us pass this legislation effectively were: a
canvass operation that generated calls and letters from constituents to their legislators (so
much so that it was mentioned in hearings and on the floor of the House and the canvass
generated 400 calls to the Governor’s office in 2 weeks), the hiring of our state
legislative/political director, Pete Wilson, who gave us the ability to be in the state house
when we needed to, and 2 leadership trainings during the campaign (the first to plan the
legislative campaign and the second that focused on skills like lobbying legislators and
testifying at hearings).

Our Voter Program

    Rhode Island ACORN registered 9100 new registrants, conducted a successful APAL
program which contacted over 14,000 voters and had a voter contact canvass that
collected members while at the same time colleted voter “Count on Me” Forms from over
6, 500 registered voters and contacted those voters 4 times before E-day and several
times on E-day.

Leadership Development

   RI ACORN conducted 2 local leadership trainings which trained 50 members and we
developed 100 new leaders from our APAL program.

Goals for 2007

    RI ACORN will join 9,100 new members in 2007: 600 full members, 2000 associate
members and 6,000 provisional members. We will grow our bankdraft to $3350/month
by the end of 2007. We will average 6 organizers on staff and have a goal of developing
and maintaining 4 active neighborhood chapters. We are planning to have a big turnout
event of 300 in February and 1,000 in May. We are going to organize our expansion turf
of East Providence, West Warwick, Warwick and Pawtucket and currently have
organizing drives being done in 2 of these cities where we expanded with the canvass in
2006. Our campaign priorities at the state level are schools and passing a set of financial
justice bills that deal with RALs and payday lending. In Providence, we would like to
raise money to run a tenant lead campaign to pass inclusionary zoning.

Goals for 2008

    RI ACORN will join 12,700 members in 2008: 1,000 full members, 2,200 associate
members and 9,000 provisional members. We will average 7 organizers and 8 canvassers
throughout the year. We will grow our bankdraft to $4350 by the end of the year in 2008.
We would like to be able to affect voter turnout in a pinnacle state rep. or state senate seat
in order to build our statewide electoral power. We would like to have 2-3 VITA sites in
3 different cities in Rhode Island.

                       YE/YB 2006
Community Organizer: Jean Busby

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                                    Texas Report

                                     YEYB 2006


   •   Organizers
           o Allison Brim, Head Organizer
           o Cledell Kemp, Field Organizer
           o Marie Flores, Financial Justice Center
           o Alberto Valencia, Field Organizer
           o Sulan Chang, Field Organizer
           o David Mullins, Canvass Director
   •   Turnout events listed
           o Sept 4, Labor Day Immigrants Rights March, 250
           o July 1, Urban Park Big Meeting, 80
           o Aug 19, Utilities Town Hall Meeting, 85
   •   List average staff size for year.              6
   •   Current bank draft                             $4,800
   •   Bank draft growth for year                     -$140
   •   # of members on bank draft                     495
   •   Campaigns moved in 2006
           o Utilities
           o Code Compliance
           o Streets
           o Katrina
   •   Expansion to new turf in 2006?
           o Urban Park (reorg)
           o South Dallas (reorg)
           o House District 102 (apartments)
   •   Leadership Trainings held?                     3
   •   Number of new leaders developed in 2006        30

Plans, Priorities, and Goals for 2007.

   •   Staffing plans.
           o Constantly recruit, quickly identify strong organizers, provide steady
               support and training, have exciting campaigns, get members to participate
           o Identify 4 lead organizers from training in Dallas—one for Dallas, one for
               Fort Worth, one for Irving, one for Arlington.
   •   Mass turnout event: April or May.
   •   Campaigns you'll be moving in 2006.
           o Utilities
           o Contract for Deed

          o   Renters Rights
          o   Possibly Home Repair
          o   Immigration Reform
          o   Lead
          o   Possibly Living Wage
   •   Expansion to new turf in 2007?
          o 3 new neighborhoods
   •   Leadership Trainings to be held?
          o Monthly
   •   Number of new leaders to be developed in 2006
          o 200

What are the things your operation needs to improve on next year? What are the
plans to do so?
Recruiting and developing staff (see above) and moving bigger campaigns (layout goals
and campaign plan early, dedicate staff to it, deepen membership ownership).

   • Ft. Worth
   •   Organizers.
           o Allison Brim, Head Organizer
           o Lena Cook, Field Organizer (p/t)
   •   Mass turnout events: none
   •   List average staff size for year.                 .5
   •   Current bank draft                                $350
   •   Bank draft growth for year                        -$30
   •   # of members on bank draft                        37
   •   Campaigns moved in 2006
           o Code Compliance
   •   Expansion to new turf in 2006?
           o None
   •   Leadership Trainings held?                        2
   •   Number of new leaders developed in 2005           5

Plans, Priorities, and Goals for 2007.

   !   Campaigns you'll be moving in 2007.
          o Immigration Reform
          o Utilities
          o Renters Rights
          o Home Repair
          o Contract for Deed
          o Lead
          o Neighborhood campaigns

   •   Expansion to new turf in 2007?
          o Yes, 3 neighborhoods
   •   Leadership Trainings to be held?
          o Monthly
   •   Number of new leaders to be developed in 2006        120

What are the things your operation needs to improve on next year? What are the
plans to do so?
Recruiting and developing staff (see above) and moving bigger campaigns (layout goals
and campaign plan early, dedicate staff to it, deepen membership ownership). Ads need
to be constantly running to recruit organizers for Ft. Worth and we need to provide better
training and supervision in Ft. Worth for these organizers. We will be opening a real
office space in FW in 2007. This will allow us to have a Financial Justice Center to bring
more people through the door and sign them up.

   •   Organizers                                           none
   •   Mass turnout events listed                           none
   •   List average staff size for year.                    0
   •   Current bank draft                                   $90
   •   Bank draft growth for year                           $5
   •   # of members on bank draft                           9
   •   Campaigns moved in 2006                              none
   •   Expansion to new turf in 2006?                       none
   •   Leadership Trainings held?                           none
   •   Number of new leaders developed in 2006              1

   •    Plans, Priorities, and Goals for 2007.

   •   Staffing plans.
           o First find strong Lead Organizer to start office.
           o Then constantly recruit, quickly identify strong organizers, provide steady
               support and training, have exciting campaigns, get members to participate
           o Have trainer spend more time in Arlington with trainees
   •   Mass turnout events planned.
   •   Campaigns you'll be moving in 2007.
           o Lead
           o Probably tenant
           o Utilities
   •   Expansion to new turf in 2007?
           o Yes, 2 neighborhoods
   •   Leadership Trainings to be held?

           o Monthly
   •     Number of new leaders to be developed in 2007       100

What are the things your operation needs to improve on next year? What are the
plans to do so?
Recruiting and developing staff (see above) and moving bigger campaigns (layout goals
and campaign plan early, dedicate staff to it, deepen membership ownership). Once a
Lead is identified, we need to find office space and have detailed plan to hire and retain
more staff.


   •     Organizers
             o Allison Brim, Head Organizer
             o Adelaida Calderon, Field Organizer
   •     Mass turnout events: none
   •     List average staff size for year.                   .75
   •     Current bank draft                                  $70
   •     Bank draft growth for year                          $40
   •     # of members on bank draft                          7
   •     Campaigns moved in 2006
             o Immigrants Rights
             o Traffic Safety
   •     Expansion to new turf in 2006?
             o Colonial Terrace
   •     Leadership Trainings held?                          3
   •     Number of new leaders developed in 2006             5

Plans, Priorities, and Goals for 2007.

   !     Staffing plans.
            o First identify Lead and get them started in that role.
            o Next, constantly recruit, quickly identify strong organizers, provide steady
                support and training, have exciting campaigns, get members to participate
            o Have trainer spend more time in Irving with trainees
   •     Mass turnout events planned.
   •     Campaigns you'll be moving in 2007.
            o Lead
            o Probably tenant
            o Utilities
            o Immigration Reform
   •     Expansion to new turf in 2007?
            o Yes, 2 neighborhoods

   •   Leadership Trainings to be held?
          o Monthly
   •   Number of new leaders to be developed in 2007       100

What are the things your operation needs to improve on next year? What are the
plans to do so?
Recruiting and developing staff (see above) and moving bigger campaigns (layout goals
and campaign plan early, dedicate staff to it, deepen membership ownership). Ads need
to be constantly running to recruit organizers for Irving and we need to provide better
training and supervision in Irving for these organizers. We need to move in to office
space that we have and make it a place where our members feel at home.

Midwest Regional Report
Year End/Year Begin 2006/2007
Jeff Ordower, Regional Director

State Head Organizer
Michigan: Dave Lagstein

Offices with Head Organizers:
Kansas City, MO: Andrew Ginsberg
Minnesota: Brandon Nessen
Lansing: Diedre Murch
Flint: Lisia Williams
Madison: Ryan Spangler,
Northwest Indiana: Eric Weathersby

Lead Organizers:
Omaha: Amy Yount
Des Moines: Akaluck Nurack
Quad Cities, Iowa: Dave Van Thournout
Kansas City, Kansas: Elyshya Miller

Staffed Offices, no Heads or Leads:
St. Louis
Grand Rapids

Unstaffed Offices:

Our goal was to open 7 cities this year, which was pretty ambitious, and thanks to Dave
and Madeline, we did 6. Omaha, Des Moines, Quad Cities, Northwest Indiana, Saginaw
and Grand Rapids, of the two cities we targeted that we didn’t open, one was Springfield,
MO, and the other was the perpetual open office, Milwaukee. We lost Wichita and
Topeka remains unstaffed. We’ve now opened 11 new offices in the last two years in the

Goals for 2007:
We have a lot of work to do in the first part of the year to stabilize the offices we just
opened so our expansion goals are more modest for 2007. Milwaukee, Cedar Rapids,
Springfield, MO, Twin Cities Suburbs and St. Louis suburbs are the commitments, plus
restaffing Wichita and Topeka.

Goals for 2008:

Green Bay, Lincoln, Detroit suburbs, Fort Wayne, Mid-Missouri, Independence,

Goals for 2009:
Evansville, Racine, Milwaukee suburbs, Johnson County KS, South Bend

This should get us most of the way to where we want to be in terms of physical space.

Goal for 2020: Open Milwaukee, I think we’re now 0-40. I lie about where Milwaukee
trainees are from when I talk to prospective HO trainers so they don’t get scared off.

The Stats:
Staff Size: January 1st, 26.5 organizers in the region. On December 1st, we had 39
organizers. So we grew but not enough. Goal was 60 organizer average, revised was 48
so we came close.
2007 goal Average 60 organizers
2008 goal Average 80 Organizers
2009 goal Average 100 Organizers
2010 goal Average 120 Organizers

New Full Members signed up: 2170, we had a goal of 4000, we did 1599 in 2005 so we
improved there.
Full Members per organizer: 6.4 per organizer, this is an all-time low for the region, we
were at 8.7 last year. Did adding Head Organizers to the charts make that much of a
difference? Our goal was 10.
Minnesota led at 346 total.
Northwest Indiana led at 18.1 per organizer
Goals: 2007: 9 per organizer
        2008: 10 per organizer
        2009: 11 per organizer
        2010: 12 per organizer

New Associate Members: 1306 the region up tremendously from 503. for the Region,
MN led at 372

Provisional Members: 8288 for the Region, hugely up from 1293 in 2005!!!. Minnesota
led at 2202!! And we’re not even counting minimum wage provisionals.

Total members per organizer: 34.5 per organizer. Flint led big time at 75.1!! Goal was
12399 in total and we’re at 11,764 so we’ll make our goal by the end of the year.
       2007: 50 per organizer
       2008: 55 per organizer
       2009: 60 per organizer

Bankdraft Growth:             January 2006_(final)____________November 2006 (final)
Indianapolis                  530                        790
Detroit                       345                        860

Minnesota                    3978                            4426
MO/St. Louis                 1763                            2079
MO/Kansas City               789                             1290
Flint                        935                             270
Lansing                      240                             485
KS/Wichita                   20                              365
KS/Kansas City               160                             420
WI/Madison                   55                              375
MI/Grand Rapids              0                               135
Northwest Indiana            0                               180
MI/Saginaw                   0                               20
Omaha                        0                               60
Des Moines                   8                               10
Milwaukee                    60                              55
Totals:                      8883                            11820
Analysis: Bankdraft this year has been very confusing. As of last December, some
numbers were highly inflated as no NSFs had been posted for many months. After the
December Bankdraft massacre, most offices spent the spring clawing back so we do have
some growth in most offices. Additionally, I did not account for credit card, though only
Minnesota has more than $20 per month in credit card. Additionally any BDs that were
coded as canvass were not accounted for as well, though I imagine that many offices are
miscoded some dues in the database. We still need a lot more work to grow our
bankdraft, and frankly we need to spend a lot of time on this next year to figure out what
the impediments to growth are, in addition to just not signing up enough bankdrafts.
2007: Grow to 15,000 and hope we can solve our problems to allow for faster Bankdraft

This being a political year, there was some help for many of our offices. Minnesota
raised 130K in locally generated political money and Michigan raised in the 30K range,
which bodes well for the future. In Missouri, Political operations only put about 75,000
into Missouri Minimum Wage and though Gail Stolz raised another 250K, most of the
Million dollar CSI contract came from sources outside the organization. Combined with
Voter Registration, this was huge for both Missouri ACORN and political and positions
us well for future ballot funding and other political work.
Michigan has done some great work with a few targeted foundations and now needs to
diversify its funding sources but has a great head start for 2007. Minnesota spent very
little time on money and had no problem paying its bills due to fortuitous political
positioning and the right allies, Jordan pulled a deal through the AG with a Capital One
settlement that benefited ACORN, ACORN Housing and the Financial Justice Center for
a combined 250K, an amazing achievement. Northwest Indiana is using pre-existing
relationships to raise money as well. Indianapolis is paying its bills. Madison has
struggled mightily but may be poised for some success in 2007. Omaha is struggling for
money, it’s a particularly tricky scene for a start-up. The Iowa offices are too new to tell.

Internal Fundraising continues to be problematic yet again. Madison is running a great
canvass program and Michigan has raised a fair amount of money from banks. Other
than that, things are pretty bad.
I raised $135,000 directly and played some role(from modest to significant) in about
$1,450,000 coming into various operations this year. I won’t match those numbers next
year but if I can cultivate an individual donor base of 100K, raise another 100K in
foundation work and help raise 300, I’ll take that for 2007, increasing by 100K each
subsequent year.

Staff Development:
We only gained one new Head Organizer this year, developed 3 and lost 2. Some of this
is due to our slowing down the Head Organizer path so that some new Leads opening
offices would generally be heads. However, we’re still behind where we should be. We
do have 4 new lead organizers this year. Our new Lead/Head trainings have slowed
down as we have nationally systematized our new Head Organizer training but we may
want a Lead meeting in January or February for additional skills. Obviously, Eric in NW
Indiana, our new Head Organizer has been a great one and has his office off to a
wonderful start. And it’s certainly worth mentioning that the recruitment department has
done a great job.

Goals 2007: 5 New Head Organizers, 5 New Leads: 1 new State HO. Specifically we
need lead/head quality folks in Wichita, St. Louis and Indianapolis, this is mandatory.
Goals 2008: 4 New HOs, 6 New Leads: 2 New State HOs

I think we’re sufficiently new on this Head/Lead development that we may have to re-
evaluate goals based on how new Head Organizer training goes.
St. Louis gets special mention as we fired one Head Organizer and the next one resigned
rather than be accountable, so things are simply bad and can only get better.

Leadership Development:
St. Louis led in conflict as the Board was trusteed and needs to be rebuilt. Minnesota had
its share of conflict long-time Board President Shada Buyobe-Hammond lost a pair of
elections. Minnesota however, developed some dynamic new leaders this year. There
are good new leaders in many places but not a good curriculum and plan. The best way
to talk about this is perhaps to measure it quantitatively.
Offices with full boards (3 neighborhood chapters and regular meetings): Indianapolis,
Twin Cities, Kansas City, MO
States with functioning boards: Michigan
Unfortunately, many underdeveloped offices here.
2007: Full Boards in all cities but Wichita of existing offices.
Convention: We did 278, we need to do 450 in 2008. We will do 50 to the legislative
conference in March.

Campaign work was much stronger than in 2005, due in large part to the help of the
campaign and research departments. Michigan raised the minimum wage (how soon we

forget) and did some good work on utilities. Northwest Indiana started strong with
utilities and may have a deal. Indianapolis won the roof repaired at Lafayette Square
Mall. St. Louis did win a major coup on restoring many Medicaid cuts on the tobacco tax
referendum that ultimately failed. Madison won a citywide ordinance that lets tenants
make their own repairs. Minnesota did hot work on a lending scam that affected Latinos,
getting corner stores cleaned up, won $2 million in the budget for home repair. Kansas
City, MO did good work around Wal-Mart and Omaha is embarking on a utility
campaign with gusto.

Neighborhood Work:
Good drives in Minnesota and some good local group campaigns around safety, a farmers
market and bus stops. Great work in Allied Drive in Madison, huge turnout and a nice
coalition that puts our folks on the map. 8 drives in Michigan including 3 in Lansing and
3 in Detroit though many groups were not maintained enough to keep them going for
Board seats. Lansing did some good work around a vacant school and Flint did some
good neighborhood work around vacant properties. Detroit did a bulk trash campaign
which was more neighborhood based. Unfortunately, the total number of drives in the
region was minimal. Minnesota increased its neighborhood chapters by 4, Indianapolis
netted 2 groups, other than that no office had an increase of more than one full chapter
this year. Total number of drives completed: 18, goal for 2007: 30.

Political Work:
Political work was a real strength for 2006. Andrew delivered huge on the signature
phase of minimum wage, singlehandedly delivering the West half of the state to put us on
the ballot in Missouri. Of course Johanna Sharrard delivered another CD in St. Louis
County. The joint political/field program ran a great canvass, with 640 folks out by
Election Day, delivering Minimum Wage, Stem Cell, and ultimately an issue with which
to elect a Democratic Senator, political staff we simply fantastic! Voter Registration did
a huge number of cards, 70K but also had big gaps in the tightness of the drive.
Minnesota had a breakthrough year as well, with APAC making early endorsements in
the Governor’s race, Keith Ellison for Congress, Mark Ritchie for Secretary of State and
Lori Swanson for AG. We won 3 of the 4 big ones, with our candidate’s meltdown a
week out costing us a huge friend in the Governor’s mansion. We ran a good-sized
America Votes canvass in our turf as well as 13K registrations. Much props to
Minnesota Political Director Chris Saffert on many of these pieces. Michigan ran a very
good GOTV program in Saginaw, produced big on Voter Reg, and also did some work in
Grand Rapids that was good. Midwest APAL was adequate but suffered from a lack of
attention to be a top APAL location.

Building Statewide Capacity:
Michigan took some great strides forward as we not only opened two more cities, but also
have both a Political Director and a Legislative Director, with a canvass on target to start
in January. It was difficult in that we were huge players in Michigan until the Minimum
Wage passed and have struggled a bit to get back to the right tables. Minnesota showed
the value of a full-time savvy Political Director and is making plans to beef up its
statewide plan as well, and has had a great year in terms of making good strategic

decisions and relationships. Missouri will have a part-time Political Director, possibly a
Legislative Director-Statewide Organizer and two canvasses by the end of January. We
have no problem getting in the door with folks and have proven our political capacity so
we are very well-positioned. Eric is starting to wrap his head around a statewide plan in
Indiana. We are well-positioned in Wisconsin, we just can’t deliver on the field side in
Milwaukee which is where it’s most important.

Summary and Outlook:
2006 was a very successful year again in the Midwest. 6 new offices, and only empty
puts us at a net gain of 5. Our politics were outstanding in Missouri and Minnesota. The
basics are adequate and improved over 2005 in terms of total member numbers. Money
was improved but is always hard. Drives and neighborhood work were too little and
bankdraft growth too meager so we have much work to do there in 2007. Looking ahead,
a number of talented leads leaves us in good shape on developing HOs. 3 states are
poised for real statewide plans, with hopefully Iowa and Indiana also looking at big
2007s as well. We’ve got a great nucleus and are very excited about next year in all 16
Midwestern cities.

                                   Southern Region
                                   YE/YB Report 2006

Regional Director: Brian Kettenring
Head Organizers: Neil Sealy (Arkansas), Tina Bellou (Louisville), Sonya Murphy
(Jackson), Roxane Kolar (Raleigh/Charlotte)
Lead Organizers: Jean Busby (Columbia), Hector Vaca (Raleigh), Christina Spach
Southern Fundraising Program: Charles James

   •      Birmingham, AL – opened March 2005
   •      Little Rock, AR – opened 1970
   •      Pine Bluff, AR – opened 1971
   •      Atlanta, GA – reopened early 2004
   •      Louisville, KY – opened early 2004
   •      Jackson, MS – opened October 2005
   •      Charlotte, NC – opened early 2004
   •      Raleigh, NC – opened spring 2005
   •      Memphis, TN – opened 2004
   •      Nashville, TN – opened October 2005
   •      Columbia, SC – opened January 2006

Office          # Staff   New         Associate/Provisional 1/06 BD   11/05 BD
                          Members     Members ‘06          Income     Actual
                          ’06 by                                      Income
Birmingham 0              184         482                  $0         $50
Little Rock     3         471         261                  $1494      $3459
Atlanta         2         116         334                  $330       $630
Louisville      2         156         303                  $637       $1087
Jackson         1         156         307                  $100       $170

Charlotte      1         139           208                     $272           $443
Raleigh        2         201           464                     $0             $751
Memphis        0         -             -                       $200           $140
Nashville      0         86            -                       $20            $100
               11        1509          2359                    $3053          $6830

       Whereas in 2005 we opened four new offices (Raleigh, Nashville, Jackson, and
Birmingham), in 2006 we opened only one new office and struggled to restaff others and
hold on to what we have: Memphis, Atlanta, Virginia, etc., Atlanta being the only
highlight here. It was not a good year for expansion, the best news being the growing
traction in the recruitment program reached in the second half of the year.

       It took some time, but we finally have started to hit some stride in terms of a
recruitment and training program for the south. Working with the Recruitment
Department under Florencio Othon, Becky Mansour and company, we have started to get
things moving. Some lessons learned and a few highlights here:

   •   We had 17 people enter the recent 3 day trainings in Cincinatti, Philly, Dayton,
       Minnesota, and Providence, and 9 of these rising organizers (53%) graduated and
       are in drive training in a number of cities.
   •   Historically, we have often said “only organizers can hire organizers.” We have
       found this not to be absolute, not to mention the higher quality of attentiveness to
       applicants paid by members of our Recruiting Staff as compared to our sometimes
       too-busy organizers!
   •   We hired approximately 115 people (directly on behalf of the region, not in local
       offices, though hiring was modest in most of our offices) who had dates set to go
       for out of town training since I began systematically tracking in mid-February.
       Nearly 100% of these were scheduled for training away from their home city. To
       date, 8 of these completed training drives and returned home. Of these eight,

         three remain active as organizers, another in a non-organizing position, and two
         have already advanced in the organization. Another 11 trainees remain in training
         at this point, and three more began training this past week.
   •     We have begun to systematically track numbers and add accountability
         throughout the national recruitment system. From the placing of ads on the
         internet to newspapers, to tracking incoming calls, interviews set, observation
         days, etc., we are beginning to attach numbers to each step of the process. We
         need to round this out in 2007. At one point, when we were seeing the possibility
         of doing 40 interviews per week, I felt we could consistently hire 5 new
         organizers for the region/week, but we backslid as election season hit. We need
         to make this the standard and hit this mark in the region in 2007.

         We made it through the first half of 2006 without a single office in dire straights,
but the second half of the year was tougher. A combination of small staff sizes, the
Clinton grant and related tax site income, and some modest fundraising, got us through
convention. While the last two quarters have been tougher, we have had some success in
Atlanta, Louisville, Birmingham (until more recently), and are starting to see some light
in NC.

A year ago I wrote that, “Our program for local offices has been the following in 2005:

   •     Instituting fundraising Fridays (this has only succeeded in offices that canvass).
         Everywhere else, it’s been a failure, ad sales have not worked;
   •     Doing regular morning fundraising for all field staff for 1 hour each day. We
         have had mixed success with this also;
   •     Aggressive Head Organizer fundraising, including VITA, local foundations,
         looking for gov’t $ angles, CCHD, opportunistic fundraising, and individual
         donors in some cases.
   •     Member fundraising – few offices have taken this seriously, with a few
         exceptions on raffle.”

This is still the program, and the issue has been getting offices to consistently build
bankdraft (Louisville is a bright spot here), do staff fundraising (Atlanta and Louisville
are strongest here now), plus all the other pieces.

        In February I hired an individual donor fundraisers, who fizzled out after 5-6
weeks. This time we were fortunate enough to come across someone with substantial
experience and an excitement level about the organization and our mission. Charles
James is serving as Southern States Finance Director to build and individual donor
program in the south, starting first in Atlanta and Birmingham (where he is from). Our
goal is to raise at least $36,000 in the first quarter of the program ($2-3,000 committed so
far), and to build it from there.
        The model is using two events, cleanup day and a community fair to leverage
some money sources, plus lots of individual visits and calls. The program is off to a good
start, but ask us on February 14th how much we raised in the first quarter. If we can make
this work, it will be an exciting development.

        Campaign highlights this year included:

    •   Two blight/housing ordinances won at the Jackson, MS City Council;
    •   Winning minimum wage increases in AR & NC;
    •   Jackson’s mailbox campaign;
    •   The regional lead paint industry action in Nashville;
    •   Pine Bluff living wage victory.

        Well, we built a party in South Carolina this year, WFP. We overcame a fair
amount of resistance, legal, legislative, political, and logistical, to get this done. We
ended up endorsing four candidates, and worked hard for Anton Gunn, ED of SC Fair
Share. 21 members and staff came to Columbia for the final 5 days of the race, which

was great, and a good training experience for everyone involved. The members started
asking immediately when the next trip was.
         North Carolina did a small, funded GOTV program in some African-American
precincts in Charlotte in our turf, Little Rock had a full political program as always, and
Louisville took a team up to Ohio where they dove in and lent a hand.

Leadership Development:
         Our leadership development was modest this year, with the following taking

   •     85 members at a regional leadership training/action in Nashville on October 29th,
         certainly the highlight;
   •     Offices participated to varying degrees in the legislative conference and
         leadership school;
   •     Convention participation was also of varying quality, but some offices had
         respectable turnouts and results from the event.

               North Atlantic YE/YB Report ’05-‘06
                           Craig Robbins, Regional Director

We are active with offices in the following countries, provinces, states
and cities:
Massachusetts-Boston, Mimi Ramos HO
              -Springfield, Gabe Strachota, HO (since Nov, 2006)
Rhode Island-Providence, Aimee Olin, HO (transitioning to Jeff Partridge, Jan 1, 2007)
Pennsylvania-Ali Kronley, PA HO
       Pennsylvania-Philadelphia, Joan Collier, Head Organizer
       Pennsylvania-Pittsburgh, Maryellen Hayden, HO
       Pennsylvania-Harrisburg, Matt Fargin, PA Legislative Director and Interim Head
       Pennsylvania-Allentown, Jeremy Reiferson, HO
       Pennsylvania-Suburban Philly-Antoinette Kraus, HO
       Pennsylvania-Erie, open
Delaware-Wilmington, Apryl Walker, HO
   • Maryland-Stuart Katzenburg, State HO (Since Nov. 15,
       Maryland, Baltimore, Derrick Jessup, HO
       Maryland-Prince George County, open
       Maryland-Baltimore County, open
District of Columbia, Belinda Ferrell, HO since November 15, 2006
Canada-Toronto, Judy Duncan, Canada HO
       Canada-Vancouver, Katrina McKeown, HO
       Canada-Toronto, James Wardlaw, HO in training (as of Dec 1, 2006)
       Canada-Ottawa, John Anderson HO (as of Dec 1, 2006)
   • Ohio-Katy Gall, OH HO
       Ohio-Columbus, Barbara Clark, HO
       Ohio-Cincinatti, Amy Teitelman, HO (since November 2006)
       Ohio-Cleveland, Liz Kropp, HO (as of November 06)
       Ohio-Dayton, Lashon Maupin, HO
       Ohio-Toledo, staffed, HO position open
       Ohio-Akron, staffed, HO position open
   • Texas-Ginny Goldman, TX HO
       Texas-San Antonio, Bea Flores, HO
       Texas-Dallas, FW, Allison Brim, HO
       Texas-El Paso, Jose Manuel Escobedo, HO
       Texas-Houston, Jayne Junkin, HO
       Texas-Austin, Mike Litt, Lead Organizer
   • Florida-Jenny Lawson, FL HO
       FL-Miami/N Dade: Jenny Lawson, HO
       FL-St, Pete, open
       FL-Tampa, Ben Winthrop, Lead Org

       FL-Orlando-Stephanie, HO
       FL-Liz Andrades, HO
       FL-Jacksonville, open
       FL-Palm Beach, open
       FL-Broward, open

We end 2006
   • We have 7 State Head Organizers (TX, FL, MA, MD, PA, OH, Canada)
   • 26 city Head Organizers, 6 of them new this year
   • we are organizing in 8 states, and the District of Columbia, and 2 Canadian
   • offices in 35 cities
   • organizing in at least 6 additional satellite cities
we have 11 offices currently without Head Organizers;

A. Members
   We signed up 9592 new full members in 2006;
Top states:   full members
       1.     FL 2000 full new members
       2.     TX 1627
       3.     OH 1301
       4.     PA 1280
       5.     RI 949
       6.     MD 756

Top Cities: Full members
       1. Providence 949 full new members
       2. Houston 683
       3. Toronto 613
       4. Philly 608
       5. Dallas 563
       6. Orlando 477

We averaged a horrendous 7.5 full members per organizer/mo in ’06; we averaged 11.3
full members in 2005
Our goal was to average 13 full members/org/mo in ’06,
we had a goal to sign up 15,600 full members: we signed up 9,592 full members in

In 2006, we had a standard of 10 Associate members a month per organizer
Our goal was 12,000 Associate members in 2006
   • We signed up 7707 associate members in 2006
Associate members in cities with canvas’:

   1.   Rhode Island 1800
   2.   Southeastern PA 1737
   3.   Toronto 371
   4.   Dallas 351

Associate members in cities without canvas’:
   1. Houston 300
   2. Dayton 268
   3. Cincinnati 228
   4. Hialeah 203

In 2006, we had a standard of 50 Provisional members a month per organizer
Our goal was 60,000 provisional members in 2006
   • We signed up 63,329 in 2006
Total members
We signed up 79,998 total new members in 2006:

Top States
      1. PA 20,922
      2. OH 15,720
      3. RI 12,890
      4. FL 12,194
      5. TX 5545
      6. MD 4377

   • Top Cities
   1.   Providence 12,890
   2.   Southeastern PA 12,770
   3.   Cleveland 5637
   4.   Cincinnati 5407
   5.   Philly 4803
   6.   Toronto 3406

   • Our goal for total members in 2006 was: 87,600
We signed up 79, 998 in 2006

Goals for 2007:
Full members: we will get back to 10 mems per organizer
Associate members:
Provisional members:

Building Power with these numbers: obviously, signing up 80,000 members across 40
offices is huge, and on the face of it, allows us to better claim the work we do. The

12,000 members we signed up in Southeastern PA this year, in two of the key swing
districts in the country helped elevate us to a player here quickly. But what do we really
have? How many of these 12,000 (less than 100 are full members!) really see themselves
as a part of our organization? As we expand the number of canvasses around our region
and the country, we need to develop the servicing model that ties these huge and growing
numbers in in a way that will still be lower touch than we are used to, to still some touch:
immediate databasing, regular autodials and e-mail alerts; postcard mailings monthly or
so, and some big events to move people to every couple months.

   B. Staffing
We averaged 3.3 organizers per office in ’05, we averaged the same in ’06 our goal was
to get to 4 org per office
Goal again for ‘07: average 4 organizers per office

We have seen many changes in the Region this year:
New Head Organizers in ’06: Gabe Strachota, reopening Springfield, Mass, Belinda
Ferrell, taking the reigns in DC, Bea Flores in San Antonio, Allison Brim in Dallas,
Antoinette Kraus now runs the Philly Suburbs, Amy Teitelman, Cinci
New State Head Organizers: Stuart Katzenburg, former Cleveland HO is the new
Maryland State Head Organizer, and will attempt to fill the big shoes of Mitch Klein;
Mimi Ramos, Boston HO has stepped up to assume responsibility for all of

Head Organizers in training: James Wardlaw is on a track to become the HO of
Toronto, taking over from John Anderson, who has moved on to Ottawa to jumpstart
Canada’s third city(YA!); and Jeff Partridge is on the HO track for Providence, Nuri
Mercado, for Miami/Dade, and Ben Winthrop, Tampa are on the HO track

11 Offices that need Head Organizers:
Texas: Austin
PA: Erie and Harrisburg
OH: Toledo and Akron
MD: Baltimore county and Prince Georges county
FL: Broward County, Jacksonville, St. Pete and Palm Beach

Other staffing:
 In addition, some states/city’s have legislative/political staff: PA, RI, MD, FL and
Canada have state leg/pol director(s), and we are hiring for OH. To help fund this and
other state positions, some states state boards have approved a state shared to fund the
statewide political operation which will help expand the needed state infrastructure. IN
PA for example, the state shared is 5%.

-Many offices now have part-time (at least) administrative assistants

C. Bankdraft
Our bankdraft is $60,749 initial deposit in December

Toronto had the largest growth in the region in 2006-growing their bankdraft by over
$3000 this year to now roughly $5000 a month actual spendable, or $60,000 a year-great
work in two years! We have many additional tools these days to both correct bad
prenotes and to eliminate non-performing bankdrafts; we need to step up our attention to
this detail, since it really can make a huge difference.

6 of our staffed offices saw their bankdraft decline(ugh!); for the offices that had growth,
outside a few offices(All Canadian offices saw excellent growth, as well as DC ) we have
had very anemic growth.

We also need to focus on Bankdraft growth during the VITA intake season; most offices
have 4-500 families getting their taxes done over 11 weeks, or roughly 40 people a week
getting our services; with focus, we should be able to sign up 30%, or roughly 135
members on bankdraft.

Biggest BD growth in 2006:
       1. Toronto grown 3500 a month, to roughly 6000, or $72000 a year
       2. DC, has grown $857 a month to $4640, or $55,680 a year
       3. Vancouver, grown $800 to $1200, or $14,400 a year
       4. Cincinnati grown 791 to 2183 a month, or $26,196 a year
       5. Houston grown 710 to 3908, or $46,896 a year
       6. Dallas, grown 590 a month to 4800, or $57,600 a year
(these are really growth since Feb ’06)

BD rankings in NA*:
1. Philadelphia, 7997/ mo
2. Boston, 7722
3. Toronto, 6500
4. Dallas, 4800
5. DC, 4640
6. Baltimore 4110
7. Houston, 3908
8. Rhode Island, 2722
9. Orlando, 2570
10. Pittsburgh, 2306
(these are initial deposits)

D. Performance
This has been a rough year in this category: we have seen our full membership numbers
slide, well below 10 full members an organizer in 2006, to 7.5 full per organizer. This is
hard to explain, although including HO’s in the staff number, and given how few HO’s
actually sign up members, it is one explanation. The other is lack of doorknocking
discipline, and we need to get back in double digits in ’07.

We will continue to manage around $800 a month per organizer in money raised per
  • $400-600 internal money
  • $150 full member cash dues
  • $100 Associate member dues

This is a critical performance level for us to achieve: for offices to grow, they need to
have a system in place and believe that they can actually hire and have them raise money
off the bat. Fundraising Friday’s/Canvassing
Continue to be the best system we have developed in the organization for sustained,
reliable funding.

Financial Justice Centers: in most all of our cities in 2006 we ran VITA sites that were
successful, and in 2007 we will run even more. A growing number of offices have also
been developing a more year round Financial Justice Center, that has people coming in
on a varied menu of services: from finding out about what benefits they are missing out
on, to getting help with utility bills or getting LIHEAP, or staving off a foreclosure. We
have also been holding Financial Literacy classes in a number of cities. This will be a
continued work in progress-as VITA finishes up in April, looking to keep a staffer on in
many offices and keep the intakes going. Key to this will be consistent fundraising
around this-there is clearly resources out there.

   E. External Fundraising
offices working with Janet and the national fundraising team will need to get out 2-4
proposals a month

These offices are: Boston, Providence, Toronto, Cleveland, Cincinnati, Columbus,
Wilmington, DC,

   F. head organizer supervision and training

Head Organizer Meetings: we have HO mtg’s in Philly each Feb, and in Pittsburgh in
July; We also combined an all-staff training over two days with the Pittsburgh meeting

   We will repeat these two Regional staff meetings again this year;

Expansion: in 2006, we opened offices in Springfield Mass, Erie, PA and Ottawa,
Canada; in 2007, we will open Portland ME in the spring, Worcester Mass in the
summer; also on the list is a 4th city in Canada-Winnepeg?

   G. Growth planning: each state and their cities are developing a plan over the next
      3 months on getting to density in their turf. Meetings were held in NYC at the
      end of November with State HO’s to start these discussions, and as part of YEYB
      reports, HO’s are working on putting the numbers together. This is an exciting
      process, and forcing us to think about getting to a scale that is about real power.

   H. leadership development

- Legislative conference : we will be much more organized and thoughtful this year in
our delegate selection, as well as fundraising for it. At least one staff will be with each
delegation for the lobbying visits. Since we are looking at big numbers for 2007, and it is
earlier this year, we will need to move quickly starting after the new year on this.

   I. Politics

’06 was a big year, and I’m sure will be amply reported by Ohio (center of the political
universe, seemingly now and forever!), PA, RI, Maryland, and to a lesser extent some
good local work in Toronto, where our APAC helped elect a city councilman, Delaware
where we did some work for a powerful state Senator, and Boston, where we mobilized
voters in our neighborhoods.
In ’07, we will focus on some key municipal races: in PA: Mayor and council in Philly
and Pittsburgh in May; and possible county commissioners races in Philly suburban
counties; Baltimore has a Mayor’s race;
Initiatives: we will continue to explore the opportunities for initiatives in places where
they are possible: DC, some PA and OH cities and counties
WFP expansion: has been stymied in DE, where we expect to have to ward off an
attempt by the legislature to outlaw fusion; there is interest among some key groups in
Maine, and continued discussions in Ohio and PA to win fusion legislatively.

                                Western Region
                        YE/YB Report 2006 – Swan Song
                       Clare Crawford, Regional Director

New Members
Full: 1682
Associate: 597
Provisional: 11294

Bankdraft Growth
Net deposits for the West increased by 36.24% from $10,971.67 to $14,947. The biggest
increases in bankdraft was in Phoenix, AZ and Denver, CO, with a $1652.50 and $665
increase respectively.

Current Staffing
Head Organizers: 4 (Colorado, New Mexico, Arizona, King County, WA)
Field Organizers: 31
Staffing was a huge struggle, primarily due to hemorrhaging of Head Organizers. We
lost 3 head organizers with more than 3 years of experience, two of whom left in
spectacularly bad circumstances, and only one of whom had build a strong enough staff
to continue the work without major interruption. Recruitment was tough, we many
people getting sent out, and very few coming back. Two rays of hope were restaffing
Washington State and Hawaii. Washington State is really back on the map with Alex
King bringing us back as King County Head Organizer. In Hawaii, Maria Carrera is
running our financial justice work and stepping in to do a yeoman’s job of continuing the
community organizing after the crushing and sudden loss the second organizer to return
from the mainland.

Biggest Turnout: 400 at Nevada Immigration March.
Other Turnout: Under Ben Hanna’s direction, Colorado ACORN splashed back on the
scene, with consistently good turnout, and overall the highest in the region. Mesa and
Phoenix, AZ also held several events, as well as AZ statewide events that exceeded 200
turnout, and events just in Mesa exceeding 100. Arizona also gets special mention for
having the broadest and most consistent membership mobilization on electoral work.
Finally, we need to recognize Alex King for putting Washington ACORN back on the
map after a long hiatus with a 150 person meeting in South Seattle.

Growth and Expansion for 2006
2006 was a year of largely restocking, rather than expansion. Offices that were more or
less unstaffed at the end of 2005 that are now staffed include Denver, CO, Las Cruces,
NM, Honolulu, HI, and Seattle, WA. Unfortunately, left empty are Portland, OR,

Oklahoma City, OK, Las Vegas, NV and Tucson and Glendale, AZ. Currently in the
trainee pipeline, we have people for Las Vegas, Oklahoma City and Salt Lake City, UT.
We did not open any new offices as the focus was on restaffing existing offices, however,
it is likely that Salt Lake City, UT will open up in early 2007.

Campaigns and Politics

Obviously, the big campaign news for the West is the Minimum Wage victories in
Arizona, Colorado and Albuquerque (and the forthcoming victory in Bernalillo County).
All victories were impressive, but a special mention (since it was the only campaign I
was there to witness) goes to Colorado and Ben Hanna’s excellent leadership on the
campaign there. The election week operation ran like a well-oiled machine. The guy is a

Mesa ACORN made a major splash in the state and proved they were a force to be
reckoned with by getting a Stable Funding Source (i.e. TAX, in an extremely
conservative, anti-tax area) on the ballot and making a competitive showing at the polls.
In New Mexico, we worked at the State Legislature on Payday Lending, State EITC and
Minimum Wage, and were successful in defeating bad immigration legislation.

Lots of solid neighborhood campaigns were carried out throughout the region. Mesa won
$150,000 per year in the city budget for speed humps, King County, WA won repairs for
tenants at the huge Lake Washington apartment complex, Nevada won a $5 million
subsidy to bring a supermarket into West Las Vegas, and in Colorado, neighborhood
campaigns that resulted in improved street safety and safer shopping centers, as well as
our support for the Prevailing Wage Campaign and our efforts to force Simon Malls to
stop their racist policies.

On the streets on election day in the west, we had a total of 326 people in New Mexico,
Colorado and Arizona. All three states ran significant GOTV programs, which will be
reported on in their individual reports.

Leadership Development

For the most part, new and stronger leaders came from building new chapters and
rebuilding existing ones, and from major efforts to engage membership in GOTV and
ballot initiative campaigns, either through PAL or independently. In Arizona, two
leaders, Alicia Russell and Tammy Pursley took leadership leaps, taking on major public
roles as Minimum Wage Campaign Treasurer and running for the State Legislature
respectively. New Association Board delegates were elected from Arizona, Nevada and
Colorado. Mostly new leaders from Colorado, Nevada, Arizona, Washington, New
Mexico and even Hawaii attended the Working Families Agenda leadership training and
event in Washington, D.C.

Goals for 2007 and Beyond

As the amoeba-like Western Region continues it’s process of binary fission, this year, the
Western Region will cease to exist as we know it, splitting into two regions, Southwest
and Northwest(+South Pacific?). The author of this report will be responsible for neither,
and therefore feels it would be presumptuous to make plans through 2011. Below are a
few staffing and expansion projections for 2007 that are merely to serve as helpful
suggestions in thinking about the task ahead.

Staffing (numbers do not include canvassers or VITA personnel)

CO (from Ben) - 10: 2 HO, 5 field, 1 canvass director, 1 admin, 1 leg director
AZ (from Josh) – 39: 5 HO, 27 field, 7 Statewide (incl. Canvass & Leg Director, Admin)
NM (from Matthew) – 10: 2 HO, 7 field, 1 canvass director
OK - 4: 1 HO + 2 field + 1 canvass director
NV – 5: 1 HO + 3 field + 1 canvass director

WA - 15: 3 HO, 9 field, 2 canvass director, 1 leg director
OR – 6: 1 HO, 4 field, 1 canvass
HI – 5: 1 HO, 3 field, someone to do interisland stuff (maybe vol. coordinator)
UT – 2: 1 HO + 1 field
ID – 2: 1 HO + 1 field

   ACORN Canada – YEYB – Report 2006
Numbers for 2006
    # of new 2006
  • members full: - 925
  • assoc: 401
  • prov: 3424
    TOTAL # 2004 -2006
  • full: 1525
  • assoc: 485
  • Prov: 4200

Bank draft growth 06
   • Initial Deposit: $4125
   • Actual $3020

Bank Draft Total
   • Initial Deposit: 7420
   • Actual: 5500

# of organizers
    • 7.3 – local office combined average
    • 2 – National staff average

Budget Expenses:
   • National: $150 000
   • Local office: $360 000
   • Total: $510 000

Budget Revenue:
   • $510 000

Growth and Expansion for 2006
     ACORN Canada opened the Ottawa office in July 2006. Toronto
     expanded to 9 chapters (5 active). GVRD expanded in Surrey and
     started the first New Westminister Chapter. National hired a new
     legislative director.

Campaigns and Politics
   • Toronto's political action committee endorsed a local councillor who
     got elected running on ACORN's Landlord Licensing Campaign.
   • Toronto is moving City Wide Licensing Campaign – in committee at
     the moment.
   • Vancouver is moving a number of chapter crime and safety
     improvements – including winning a commitment on a security
     booth a Surrey Central Skytrain Station

           •   Federal government, partially as a result of ACORN members
               continual pressure, introduced a bill to carve out a portion of the
               criminal code that would enable provinces to regulate the payday-
               lending industry if they choose.
           •   Launched a Canadian national campaign against sherwin williams
               and lead paint and the Canadian government for years of ignoring
               this issue.
           •   Both Vancouver and Toronto are creating a free tax preparation
               clinic for intake style organizing.

       Leadership Development - September: second annual board meeting

       Goals on above categories for 2007 - 2011
          • 1 new city per year

               Year end report 2006 ---- Goals For Ottawa
   # 600 full members
   # 300 associate members
   # 3000 Provisional members
   # 3000 Bank draft
   # 5 organizers
   # 4 active chapters
   # Hold a leadership school
   # Have a city wide campaign
         o Be a lead office in at least one national campaign
   # Form an APAC that will win in 2007 provincial election in October
   # Have a trained organizer run the Canvass program
   # Have members who live in Houses!

   #   1200 full members
   #   600 associate members
   #   6000 Provisional members
   #   6000 Bank Draft
   #   10 organizers
   #   8 active chapters
   #   hold 3 leadership schools
   #   win city wide campaign and start to more

   # 2000 full members
   # 2000 associate members

    #   10 000 provisional members
    #   10 000 bank draft
    #   10 organizers
    #   10 active chapters
    #   hold leadership schools with out any effort
    #   win municipally win provincially win Federally (WWW)

2010 Break out year!
   # 3000 Full members
   # 3500 Associate members
   # 15 000 provisional
   # 15000 Bank draft
   # 15 organizers
   # 13 chapters
   # WWW

               Year End report – Toronto, Ontario, Canada
Numbers – Total
  # 1275 full members
  # 425associate members
  # 3000Provisional members
  # 6320 initial deposit / 4740 real Bank Draft
  # 5 very active chapters

2006 growth
   # 625 full members
   # 371 associate members
   # 2422 provisional members
   # 3225 initial deposit growth / 2320 actual growth ---Bank draft
   # 4.8 organizers
   # 1848 members turned out

   • Growth and expansion
          # Started working in North York. ( Jane n’ Finch, Black Creek or Ward 8).
                o Working class (100%) / diverse / tenant ( 70%)
          # Started a new chapter in Southwest Scarborough that had a 90 person
            action. Gordonridge Chapter is all tenants too.


             # Furthered our density in our chapters, and grew a strong chapter in north
             # All tenant.
             # Grew so much that members can not move away from us, because we are
             # Started associate members canvass, mainly worked on Licence Landlords
               Now campaign in apartment buildings. Worked out to be a good
               organizing tool in building the North York Chapter, and a good way to
               weed out weak organizers.

             o Have grown to be known as the best in the business in Toronto!

             Licence Landords Now
             o Started the year picking up on the idea of other tenant groups (advocates)
                of landlord licensing. We had no support from council. We were told that
                Landlord licensing was a separate thing to the real victory, the rent escrow
                account – where landlords don’t get a dime unless they have a seal of
                approval from the city. We ended the year with city councillors claiming
                that the two – landlord licensing and the rent escrow account were one in
                the same. We sure fooled them!

    o APAC is the x factor in Toronto Politics.
         o We put ex NDP MPP Tony Perruzza over the top – got lots of public
           credit for it too.
         o APAC unseated the only incumbent in the city.

Leadership Development
             o Held a successful run leadership school in North York run by Marva
                 Burnett, Mohanie Romanah, Sharon Shreive, and Toby Jayson. We
                 got new board member out of it ( Kay Bisnanth - Gordonridge)
             o City Wide spokesperson for the Landlord Licensing Now, Marva
                 Burnett, went to Leadership School in Columbus.
             o Lisa Fisher lead an action in Pennsylvania against the Dollar financial,
                 she got an ACORN hoody and is now ACORN for Life!
             o Had a lot of Actions all year and too many members to mention are
                 solid leaders.


City – Vancouver, BC Canada

    •   New full members for 2006                               200
    •   New associate members for 2006                          30
    •   New provisional members for 2006                        1002
    •   Total members -- full, associate, provisional.          1232
    •   Total # of groups active and inactive                    4 active, 2 inactive

List staff and roles.                           Katrina McKeown – Head Organizer

                                                Persia Sayyari – Lead Organizer

                                                Kay Chen      - Field Organizer

                                                Amanda Joy     -Field Organizer

                                                Belinda Lovett -Tax Site Coordinator

        Turnout Numbers for 2006 =                    888

    •   List average staff size for year.               2.5
    •   Current bank draft                             Initial Deposit = $1020.00
    •   Bank draft growth for year                     $850
    •   # of members on bank draft                      166
    •   Budget Size                                     $100,000
    •   Campaigns moved in 2006                       Crime and Safety, Tenants
         Rights,                                   Affordable Housing, LEAD,
         Payday Lending, Safe Transit       .

    Expansion to new turf in 2006?

    Yes – we are now in New Westminster as well as Surrey

    •   Leadership Trainings held?                              Not officially

    Number of new leaders developed in 2006                    9

Plans, Priorities, and Goals for 2007.

    •   New full members for 2007                              400

    •   New associate members for 2007                        100
    •   New provisional members for 2007                      1500
    •   Total # of groups active and inactive in 2007           8 active 2 inactive
    •   staffing plans.                                         Average staff size
         of 4

    •   Mass turnout events planned.                         Affordable Housing
         Rally – Feb07?
    •   Bank draft growth for 2007.                          Goal of: $2,500 initial
    •   # of members on bank draft in 2007.                   466 total
    •   Campaigns you'll be moving in 2007.                  Transit, Tenants
         Rights, Affordable                                            Housing,
         LEAD, Payday Lending Campaign
    •   Expansion to new turf in 2007?                       Burnaby. Satellite
         office for South                                            East

    Leadership Trainings to be held?                           2 leadership trainings
    with Judy                                                          Duncan

    •   Number of new leaders to be developed in 2007             14

Goals for 2008 and Beyond:

2008 – 1000 fm total   6organizer
2009 - 1500 fm total   7organizers
2010 - 2000fm total    8organizers
2011 - 2600 fm total   10organizers

Growth by 2010 should definitely include Vancouver (S.E.corner to begin) for Olympics

    .%#/!   !!!
    .%#/!! !!!


Annual expenses for Lima office
                                           LIMA (4 org. + HO)

RENT                                                                  2880

SALARIES                                                          35664

L.A. DIRECTOR                                                         3336
(split between 3 Latin American offices)

TELEPHONE                                                        2558,64


 UTILITIES                                                        401,04

TRANSPORTATION                                                        700

OTHER EXPENSES                                                        1800

TOTAL                                                           47339,68

Figure 1 Lima ACORN Members Protest Unfair Tax Rates in Their Neighborhoods

Number of New Members:
 6 members per organizer per week.
 4 organizers: monthly: 96.
year:1152. 650 Full, 250 Provisional , 250 Associate.
Number of Organizers: 4
Bank draft growth: Bank draft non-existant.
Number of active neighborhood groups: 18 (including 7 groups at Cruz de Motupe):
Pando, Palomino, Bancarios, Republica de Venezuela, Chacra Rios, Cruz de Motupe (7
groups), Corazon de Jesus.
Average turnout numbers:
For quick hits: 15-20 people.
For actions: 20-30 people
For Big Meetings: 70-80 people.

Growths and expansion for 2006:
   A- New National Board elected.
   B- 10 new chapters opened and local Boards.
   C- 2 leadership development meetings.


  Campaign against SAT (Tax Administration System, part II: against seizures and
  extended plan: our new chapters in Cruz de Motupe)

  Campaign with FENTAP (Water Workers Union) against water privatization.
  Another victory: avoided the plan of water concession in Piura.

  Campaign against CLARO (phone company) Satellite anthenas out of our

  Health Campaign: with INPARESS (health group) providing health care tpo ACORN
  members and neighborhoods. At the same time, the low cost and high quality of such
  campaigns was a way to show the government that a high quality and affordable
  health system is viable.

  Campaign against the modification of APCI (International Cooperation Agency in
  Peru) We want to avoid that the Congress finally approves a law under which
  Associations’ and NGO’s’ budgets would be administrated by the government and
  the decission on which areas of work should be priorized would be set by the

             Figure 2: ACORN members confront the Tax Administrative Services


Number of New Members: Sign up 800 new members full, 1500 provisional.

Number of Organizers: 6

Bank draft growth: Bank draft non-existant. Start making contacts with banks, so our
members can access to bank accounts.

Number of active neighborhood groups:

Organizers will build 18 new local chapters. Head Organizers will hold monthly
meetings between new chapters and older chapters.

Average turnout numbers:

For quick hits: 20-25 people.

For actions: 25-35 people

For Big Meetings: 75-85 people.

   Leadership development:
   Develop 12 strong leaders to participate in local meetings and have opportunities to
   meet internationally.

   CAMPAIGNS and Projects:

   Create a satellite office in San Juan de Lurigancho . That is an area outside the
   Cercado de Lima, and we have very active chapters there.
   It has been decided that San Juan de Lurigancho will be a different district starting by
   the middle of 2007, therefore, will have different representatives and laws.

   Water Rights campaign launched in San Juan de Lurigancho

   Members will be mobilized through volunteerism by doing clean ups in the
   neighborhoods, petitions, phone banking, and strategic actions.

   Campaign against the change of the international cooperation regulation.


   Number of New Members: Sign up 1000 new members full, 1800 provisional

   Number of Organizers: 7 ( between Lima and San Juan de Lurigancho office)

Bank draft growth: Bank draft non-existant. Check campigns part for affordable bank
accounts campaign.

Number of active neighborhood groups:

Build 25 new local chapters.

Average turnout numbers:

For quick hits: 25-35 people.

For actions: 35-45 people

For Big Meetings: 85-95 people.

Leadership development:

Develop 25 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

Enviromental campaign against foreign telephone companies> antennas/ radio waves in
public space
Campaigns spanning the 18 months: Constant follow up on all campaigns. Launch an
international campaign to reduce predatory lending and demand banks to provide low-
income people with access to bank accounts, loans ,credits, etc.

Latin American wide campaign against high prices and bad quality of Spanish
communications company, Telefonica.

Access to water campaign for San Juan de Lurigancho.


   Number of New Members: Sign up 1400 new members full, 2200 provisional

   Number of Organizers: 9 ( between Lima and San Juan de Lurigancho office)

Bank draft growth: At least a third of our membership on bank draft

Number of active neighborhood groups:

Build 36 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

Leadership development:

Develop 30 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

CAMPAIGNS and Projects:

       1. San Juan de Lurigancho already established as a strong, settled office.

       2. One new office.

       3. Latin American wide campaigns on one of the following: government
          accountability, trade, institutions, financial literacy campaign.

       4. Minimum wage campaigns.

       5. Dignified Housing Campaign.

     Figure 3: ACORN works with the Comisaria to make their neighbohoods safe

       Figure 4: ACORN members work with INPPARES to improve healthcare

   Number of New Members: Sign up 1600 new members full, 2400 provisional

   Number of Organizers: 10 ( between Lima and San Juan de Lurigancho office)

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups:

Build 42 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

   Leadership development:

Develop 35 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                 CAMPAIGNS and Projects:

Office expansion: 2 new offices.

Campaigns for fair trade.

Campaigns for access to water.

Campaigns for descentralization and public budget.

Campaigns to demand peoples’ participation in budget projects, local and national wide.


   Number of New Members: Sign up 2000 new members full, 3000 provisional

   Number of Organizers: 15

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups:

Build 60 new local chapters.

Average turnout numbers:

For quick hits: 45-50 people.

For actions: 50-60 people

For Big Meetings: 100 people.

   Leadership development:

Develop 50 strong leaders. Hold a Latin American ACORN Convention and an ACORN
International Convention with all ACORN offices worldwide.

3 National Board Meetings

                                 CAMPAIGNS and Projects:

Office expansion: 2 new offices.

Follow up of all the prvious campaign:

Campaigns for fair trade.

Campaigns for access to water.

Campaigns for descentralization and public budget.

Campaigns to demand peoples’ participation in budget projects, local and national wide.

Create further links at the international membership.
Develop more international campaigns.

Global challenge to global corporations.

               Annual expenses for the Buenos Aires
 Figure 5:                                                         ACORN
Organizing                                 BUENOS AIRES           in Cruz de

               RENT                                        3876

               SALARIES                                   19200

               L.A. DIRECTOR                               3336
               (split between 3 offices)

               TELEPHONE                                   2780

               SOCIAL SECURITY

                UTILITIES                  on landlord

               TRANSPORTATION                              600

               OTHER EXPENSES                              1200
               (OFFICE SUPPLIES)

               TOTAL                                      30992          322


The Buenos Aires ACORN office opened the 20th of July of 2006.

Staff: 2 Field Organizers, the Latin American Director who serves as Head Organizer, a
           Project Development coordinator for all 3 Latin American Offices.

Minimum Number of New Members:
6 full members per organizer per week, 2 provisional members per organizer, per week.
2 organizers: monthly: 48 full, 16 provisional.
Year (from July 2006 to December 2006) 240 for 5 months plus 24 of ten days of
July: 264 members full, 88 provisional.

Bank draft growth: Bank draft non-existent.

Number of active neighborhood groups: TWO: La Boca I, La Boca II (conventillos –
public housing)

Average turnout numbers:

For quick hits: 10-15 people.

For actions: 20-30 people

For Big Meetings: 70-80 people.

                Growths and expansion for 2006 (July- December) :

   D- 2 new Boards.
   E- 264 new full members, 88 provisional
   F- 2 chapters in the Southern area of Buenos Aires.


   Campaign for access to dignify housing.

   Campaign against heavy transit, to enforce the use to the access to highways already



Minimum Number of New Members: Sign up 800 new members full, 1500

Number of Organizers: 4

Bank draft growth: Bank draft non-existant. Start making contacts with banks, so our
members can access to bank accounts.

Number of active neighborhood groups: Organizers will build 16 new local chapters.
Head Organizers will hold monthly meetings between new chapters and older chapters.

Average turnout numbers:

For quick hits: 20-25 people.

For actions: 25-35 people

For Big Meetings: 75-85 people.

Leadership development:
Develop 12 strong leaders to participate in local meetings and have opportunities to meet

                                CAMPAIGNS and Projects:

       1. Human Rights Campaign for the Housing Rights with Local and International

       2. Continue to network with local unions, churches, other community groups,
          and community organizations to make our root in the neighborhood stronger.

       3. Campaign to give low-income people secure bank accounts and low-interest
          loans, campaigns against predatory lenders.

       4. Enviromental campaign against the pollution of the Riachuelo (one of the
          most polluted rivers in Latin America that runs right by ACORNs’ chapters)

       5. Health campaign for all the people that has suffered the consequences of the
          pollution at the Riachuelo (respiratory problems, lead poisoning, cancer, etc.)

   Figure 3: The new stop light in front of an elementary school, won by the La Boca
   chapter of ACORN .


Minimum Number of New Members: Sign up 1000 new members full, 1800

Number of Organizers: 6

Bank draft growth: Bank draft non-existent. Check campaigns part for affordable bank
accounts campaign.

Number of active neighborhood groups: Build 25 new local chapters.

Average turnout numbers:

For quick hits: 25-35 people.

For actions: 35-45 people

For Big Meetings: 85-95 people.

Leadership development:

Develop 25 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

   1. Campaigns spanning the 18 months: Constant follow up on all campaigns. Launch
      an international campaign to reduce predatory lending and demand banks to
      provide low-income people with access to bank accounts, loans ,credits, etc.

   2. Latin American wide campaign against high prices and bad quality of Spanish
      communications company, Telefonica (and ensure corporations are giving
      communities the best deal for having suchwealthy company neighbors)

   3. Access to water.


Number of New Members: Sign up 1400 new members full, 2200 provisional

Number of Organizers: 9

Bank draft growth: At least a third of our membership on bank draft

Number of active neighborhood groups:

Build 36 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

   Leadership development:

Develop 30 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

       1. Expansion: 1 new office, on the suburban area of Buenos Aires city, by La
          Matanza, one of the biggest districts in Latin America and a key district to win
          for any political candidate in Argentina

       2. Latin American wide campaigns on government accountability, trade,

       3. Minimum wage campaigns


Minimum Number of New Members: Sign up 1600 new members full, 2400

Number of Organizers: 10 (between 2 offices)

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups: Build 42 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

Leadership development:

Develop 35 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

   1. Office expansion: 2 new offices.

   2. Follow up of all campaigns.

   3. Campaigns for fair trade.

   4. Campaigns for access to water.

   5. Campaigns for descentralization and public budget.

   6. Campaigns to demand peoples’ participation in budget projects, local and national


Minimum Number of New Members: Sign up 2000 new members full, 3000

Number of Organizers: 15

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups:       Build 60 new local chapters.

Average turnout numbers:

For quick hits: 45-50 people.

For actions: 50-60 people

For Big Meetings: 100 people.

Leadership development:

Develop 50 strong leaders. Hold a Latin American ACORN Convention and an ACORN
International Convention with all ACORN offices worldwide.

3 National Board Meetings

                                CAMPAIGNS and Projects:

   1.   Office expansion: 2 new offices.
   2.   Follow up of all the previous campaign:
   3.   Campaigns for fair trade.
   4.   Campaigns for access to water.

  5. Campaigns for de-centralization and public budget.
  6. Campaigns to demand peoples’ participation in budget projects, local and national
  7. Create further links at the international membership.
  8. Develop more international campaigns.
  9. Fair rules against global corporations.


Annual expenses for the Latin American Operations
                            TIJUANA (5 org+ HO)

RENT                                                   5040

SALARIES                                              76368

L.A. DIRECTOR                                          3336
(split between 3 offices)

TELEPHONE                                              7800

SOCIAL SECURITY                                        9468

 UTILITIES                                              600

TRANSPORTATION                                           40,80

OTHER EXPENSES                                            3000
TOTAL                                                105652,8


Minimum Number of New Members:
 4 full members per organizer per week, 3 provisional.
6 organizers until September. 4 organizers from then on.
Partial year: until September: 864 full, 648 Provisional. Until December.: 192 full, 144
Total year: 1056 full, 792 provisional.

Bank draft growth: Bank draft non-existant.

Number of active neighborhood groups:

8 active neighborhood groups:

Guaycura, Presidentes I, Presidentes II , Bancarios, Comunidad Habitacional San Carlos,
Baja Mac Norte, Villa del Real, Villa Fontana.

Average turnout numbers:

For quick hits: 10-15 people.

For actions: 15-25 people

For Big Meetings: 45-65 people.

                            Growths and expansion for 2006:

   A- 2 Leadership Meetings.
   B- 5 new chapters oponed.


Environmental Campaign. To avoid and clean up the pollution created by the
maquiladoras plants, located nearby ACORN chapters.

Citizenship Security Campaign. Prevention of crime and violence.

Pavement campaign. Winning pavement for the streets of all ACORN chapters.



Minimum Number of New Members: Sign up 800 new members full, 1500

Number of Organizers: 4

Bank draft growth: Bank draft non-existant. Start making contacts with banks, so our
members can access to bank accounts.

Number of active neighborhood groups: Organizers will build 16 new local chapters.
Head Organizers will hold monthly meetings between new chapters and older chapters.

Average turnout numbers:

For quick hits: 20-25 people.

For actions: 25-35 people

For Big Meetings: 75-85 people.

Leadership development:
   Develop 12 strong leaders to participate in local meetings and have opportunities to
   meet internationally.

                                CAMPAIGNS and Projects:

       6. Campaign to give low-income people secure bank accounts and low-interest
          loans, campaigns against predatory lenders.

       7. Bring local issues of ACORN female member workers to a national and
          international outreach campaign to reform maquiladoras (Sony for example).
          Use of consumer campaigns. Build allies local (maquiladora union) and
          international (USAS).
       8. Continue to network with local unions, churches, other community groups,
          and community organizations to make our root in the neighborhood stronger.
       9. Begin environmental aspect of maquiladora campaign. For example, testing
          of lead and air pollution in ACORN neighborhoods.


Minimum Number of New Members: Sign up 1000 new members full, 1800

Number of Organizers: 6

Bank draft growth: Bank draft non-existent. Check campaigns part for affordable bank
accounts campaign.

Number of active neighborhood groups: Build 25 new local chapters.

Average turnout numbers:

For quick hits: 25-35 people.

For actions: 35-45 people

For Big Meetings: 85-95 people.

Leadership development:

Develop 25 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

   1. Constant follow up on all campaigns.: the full maquiladora campaign: labor,
      community, and environmental aspects.

   2. Hold a conference in Mexico City to gather allies from national and international

   3. Launch an international campaign to reduce predatory lending and demand banks
      to provide low-income people with access to bank accounts, loans ,credits, etc.

   4. Latin American-wide campaign against high prices and bad quality of Spanish
      communications company, Telefonica.

   5. Look into opening up an office in Mexico City.


   Number of New Members: Sign up 1400 new members full, 2200 provisional

   Number of Organizers: 9 ( between Tijuana and a fellow Mexican office).

Bank draft growth: At least a third of our membership on bank draft

Number of active neighborhood groups:

Build 36 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

   Leadership development:

   1. Develop 30 strong leaders.
   2. Send members to a Latin American ACORN Convention.
   3. Three National Board Meetings

                                CAMPAIGNS and Projects:

       1. 1 new office (border city or Mexico City)

       2. Latin American wide campaigns on government accountability, trade,

       3. Minimum wage campaigns.

       4. Dignified Housing.


   Number of New Members: Sign up 1600 new members full, 2400 provisional

   Number of Organizers: 10 ( between two offices)

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups:

Build 42 new local chapters.

Average turnout numbers:

For quick hits: 35-45 people.

For actions: 45-55 people

For Big Meetings: 95-100 people.

   Leadership development:

Develop 35 strong leaders. Hold a Latin American ACORN Convention.
3 National Board Meetings

                                CAMPAIGNS and Projects:

   1. Office expansion: 1 more new offices.

   2. Campaigns for fair trade in and out of Mexico to the United States including
      maquiladora issues.

   3. Campaigns for access to water in hills of Tijuana.

   4. Campaigns for decentralization and public budget.


   Number of New Members: Sign up 2000 new members full, 3000 provisional

   Number of Organizers: 15

Bank draft growth: At least half of our membership on bank draft

Number of active neighborhood groups:

Build 60 new local chapters.

Average turnout numbers:

For quick hits: 45-50 people.

For actions: 50-60 people

For Big Meetings: 100 people.

   Leadership development:

Develop 50 strong leaders. Hold a Latin American ACORN Convention and an ACORN
International Convention with all ACORN offices worldwide.

3 National Board Meetings

                                CAMPAIGNS and Projects:

   1. Office expansion: 2 new offices.

   2. Follow up of all the prvious campaign:

3. Campaigns for fair trade.

4. Campaigns for access to water.

5. Campaigns for decentralization and public budget.

6. Campaigns to demand peoples’ participation in budget projects, local and national

7. Create further links at the international membership.

8. Develop more internationally coordinated campaigns.

9. Global challenge to global corporations. Participated in global conferences
   (organizers or members).



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