United Way of Greenwich Inc

“The form 990 is completed through a joint effort between management and the organization's independent auditing firm. Upon its completion, it is shared with the audit committee of the board of directors who ask questions and make suggested improvements. After the return is approved by the audit committee, it is shared with the entire board of directors. The board of directors then votes to approve the 990 prior to being filed with the irs.”

“Annually, all board members and staff must review and sign the conflict-of-interest policy and disclose any potential or actual conflicts. The organization's management is charged with reviewing these statements and ensuring compliance with the policy. Any conflict will be reported to the board chair and the executive committee. Additionally, board members and staff will disclose to the board any known or potential conflicts of interest as they arise and any interested board member will abstain from voting on the matter with the minutes of the meeting reflecting the reason for the abstention. If necessary, the board may request that the interested person leave the meeting and otherwise refrain from participation in the discussion.”

“The greenwich united way has a process in place for evaluating the performance and compensation package of its chief executive officer which includes: 1. The executive committee has the primary responsibility for evaluating the performance of the ceo. This responsibility is generally delegated to the chair of the board and the executive committee. 2. The executive committee and the ceo agree on the format of the ceo evaluation. The evaluation is distributed to all board members for input and collected by the board chair. 3. Concurrent with the board members completing their evaluation forms, the ceo completes a self-evaluation reviewing his own thoughts about the progress achieved on meeting goals and objectives set the previous year and providing an overall review of the organization's activities, successes, and challenges. 4. Working with the executive committee, the board chair collects all forms and tabulates/synthesizes comments into one document, including any data received from other board members. This includes goal setting. The executive committee meets to discuss and finalize the performance evaluation. A compensation review is conducted by the chair of the board and the executive committee who review the current level of compensation and gather representative samples of compensation levels and other benefits provided by similar organizations throughout the region. A compensation recommendation is then discussed among the executive committee members. They also consult with the chair of the finance committee, as necessary, to review any implications of the compensation recommendation on the overall organization budget. Upon completion of the review process, a formal evaluation and compensation summary is prepared and approved. 5. The chair of the board meets with the ceo to provide feedback from the performance evaluation, deliver the compensation recommendation and collaborate on goals for next year. 6. The final version of goals for next year is distributed to the executive committee and ceo, and then they are incorporated into next year's evaluation form. The overall results of the performance evaluation process are shared with the full board, and members are encouraged to speak directly with the chair if they wish additional details.”

“The greenwich united way makes its form 990, financial statements, governing documents, and code of ethics/conflict of interest policy available for public inspection upon request and has these documents posted on its website.”

“Community investment process - during the year ending june 30, 2025, the greenwich united way's community investment process granted $803,018. These grants were distributed to 25 non-profit organizations providing essential services to the greenwich community. The level of investment in each program, with the exception of those funds directed by donors called donor-designated funds, is recommended by local volunteers to the grants committee of the greenwich united way board of directors. Through our community investment process, prior to such recommendations, these volunteers review information on the community's most pressing needs, visit program sites, and examine funding applications and financial documentation. After considering such feedback and recommendations, proposed funding levels are then determined by the grants committee and voted on for approval by the board of directors. As a result of this process, this year's program investments were distributed as follows: services that strengthen early childhood development and address the achievement gap include: full day childcare, after-school care, mental health counseling, parenting assistance and support, and other developmental programs for children. Services that support mental health for children and families and those battling substance abuse include: immediate assistance for people (including children and teens) dealing with violence or abuse, mental or emotional crisis. Services that assist individuals striving for self-sufficiency include: food for the hungry, shelter for the homeless, support for people with mental, developmental or physical challenges, job training and support, classes in adult literacy and conversational english, financial and housing assistance and comprehensive support for underrepresented populations. Donor-designated funds are those contributions directed to specific agencies or programs at the request of the contributor. 100% of these designated contributions are distributed based on the expressed instructions of the donor.”

“Community planning - the greenwich united way plays a leadership role in the identification and documentation of critical human services needs within the community. Greenwich united way reports and documents concerning such needs are shared with municipal agencies, other funders, service providers and other community organizations. When a coordinated community response is required, the greenwich united way brings others to the table to develop a plan, determine meaningful goals and initiate action. The community planning process includes the gathering and sharing of information, convening key players, legislative advocacy, studying specific issues and disseminating published reports, etc. An area of emphasis over the past year has been to address the issues identified as priorities in the greenwich united way's latest assessment of human services needs and state of greenwich statistical portrait (needs assessment). The needs assessment, the only comprehensive documentation of community needs of its kind, is used by public and private organizations, funders, and others who seek to play a meaningful role in addressing local needs. For the greenwich united way, the needs assessment creates a roadmap for the distribution of funds, use of volunteer and staff resources, public policy advocacy, and the creation of new initiatives that address documented service gaps. The last full needs assessment was completed, published, and released to the community in february 2021. The next needs assessment is being worked on currently with an expected release in early 2026. Agency relations and coordination of services include working with and convening local and regional service providers in efforts to enhance collaboration, strengthen and support individual organizations, as well as the whole system of services. The greenwich united way also regularly provides guidance and assistance to individual agencies, their staffs, and board members, on issues regarding strategic planning, governance, and management, etc. The total expenses related to community planning, agency relations, service coordination were $550,285.”

“Early childhood achievement gap solutions (ecags) - launched in may 2018, the early childhood achievement gap solutions (ecags) is a data-driven and research-based program developed to narrow the achievement gap in greenwich, amongst at-risk children. The program is aided by our impact partners: greenwich public schools (gps), children's day school and grace daycare & learning center, serving a large percentage of low-income children, ages 3-5. Ecags utilizes onsite instructional coaching as ongoing professional development and curriculum support aligned with ct early learning standards. Gps data shows students from low-income families and for whom english is a second language perform significantly lower than their peers on standardized reading and math tests. Research shows that an enhanced pre-school program can narrow the achievement gap. To track the results of this program, the greenwich united way has entered into an agreement with gps to share data and resources to ensure program success. As we have been doing since 1933, the greenwich united way has identified a need and assembled the best qualified community partners to address this need: in this case, narrowing the achievement gap in the community. Since program inception, gps annual data, from their "annual preschool baseline data analysis", has shown that ecags students have an average kindergarten entrance inventory assessment score that is equal to or higher than their non-ecags peers in the high needs and free & reduced lunch qualifying cohorts. Ecags students score evenly with their non-ecags peers when entering gps. The "parents as teachers" in-home visitation program for high-risk children aged 0 to 3 in greenwich was successfully transitioned to a partner agency at the end of the fiscal year ending june 30, 2024. The total expenses related to ecags were $227,208.”

“Loss on uncollectible pledge -84,004.”

“The greenwich united way has an audit committee that is responsible for the oversight of the audit of its financial statements and selection of an independent accountant. The process has not changed from the prior year.”