United Way of Greater Cincinnati

“Governing body and management the 2013 form 990 was prepared by the finance staff and then reviewed by the vice president, finance & operations (vp, f&o), the executive vice president/chief operating officer (evp/coo), the accountability and service cabinet, and bkd, llp, uwgc's audit firm. A hidden link to uwgc's website provided access to an electronic draft of the form 990 to the board for their review prior to the form 990 filing. Questions or comments from board members regarding the form 990 were directed to the vp, f&o, or to the evp/coo.”

“Policies uwgc staff and volunteers are required to acknowledge that they have received and read the uwgc code of ethics (code) and its requirements and that they are responsible for adhering to the principles and standards of the code. They confirm that they have conducted themselves in accord with the principles and standards of the code. The certification process is mandatory for all uwgc staff, representatives and members of the board of directors. Members of the board and uwgc staff are requested to annually file with the ethics officer (evp/coo) a disclosure of all known potential conflicts of interest. The ethics officer reviews these disclosures, notes any potential conflicts, requests additional information and/or discusses the potential conflict with the individual, if necessary. If a conflict (or a potential conflict) arises in any matter before the board, if they are board members, or any committee upon which they serve, staff/volunteers should disclose this and refrain from voting in connection with such matter. Such known conflicts would include board membership/officer position on uwgc funded agencies or other funded programs/collaborations.”

“Policies uwgc uses the following process for determining the compensation of officers and the highest compensated employees: the human resources (hr) committee utilized data gathered in the fall of 2012 from reliable compensation sources as a benchmark for our executive salaries and ranges. The committee used data from: - employers resource association's (era) local non-profit survey, - united way worldwide's (uww) human capital study on executive compensation, - a regional compensation study of the top six executives from uww, and - national studies from world at work, towers watson, mercer, conference board, hay group and aon hewitt. Specifically, comparative data was obtained for the following positions: president/ceo (president), executive vice president /coo (evp/coo), vice presidents of: marketing, finance, public policy/strategic resources, community impact, and resource development. The hr committee used the comparative data and salary information to prepare a recommendation for a merit pool and executive salary ranges for the president, evp/coo and the vice presidents. The hr committee also reviewed and revised uwgc's compensation policy and recommended an update to the accountability & services (a&s) cabinet. This merit pool, executive salary structure and updated compensation policy were presented and approved by the a&s cabinet (as a first-level review), and then by executive compensation committee (ecc) of the board of directors for final review and approval of the evp/coo's and vice presidents' salaries, pending final performance reviews. The president reviewed current salary information and performance ratings for the evp/coo and each of the vice presidents with the ecc and proposed recommended merit increases, which were then approved by the ecc. This occurs annually, typically in february. Each year, the president works with the board chair and the executive committee of the board to establish annual performance goals and objectives. Once established, the president's performance is monitored by the executive committee. At the conclusion of the rating period, the executive committee is surveyed, and an overall performance rating is prepared for the president. This information is presented to the executive committee, who conducts an executive session during a regular meeting where they discuss and evaluate the annual performance of the president. The determination of the president's annual compensation (and bonus, if applicable) is managed by the ecc. The decision of the executive committee is presented and discussed at the next regularly scheduled meeting of the ecc in an executive session from which staff is excused. By assessing established performance measures and results achieved, and using competitive executive compensation data, the ecc prepares a recommendation for the president's total compensation package, which is then submitted to the executive committee for final approval. Meeting notes are taken by the chair of the human resources committee to document all discussion and decisions made. These meeting notes are prepared and signed by the chair of the board of directors (who also serves as the chair of the ecc). The executive committee meeting occurs annually, typically in march.”

“Disclosure uwgc's most recently audited financial statements are available on its website at www.uwgc.org. Uwgc makes its governing documents and conflict of interest policy available to the public upon request.”

“Statement of compensation julia w. Poston's average hours worked per week for uwgc services, inc. Was 1 hour. Robert c. Reifsnyder's average hours worked per week for uwgc services, inc. And united way of greater cincinnati foundation was 1 hour for each. Yvonne g. Washington's average hours worked per week for uwgc services, inc. And united way of greater cincinnati foundation was 1 hour for each. Jill johnson's average hours worked per week for uwgc services, inc. Was 1 hour.”

“Officers, directors, trustees, or key employees uwgc board members whose term expired in april 2013 or who left the board for various reasons during 2013 are as follows: 1.) ms tracey s collins 2.) chief james e craig 3.) ms susan r croushore 4.) mr marc d fisher 5.) ms j drusilla garnette 6.) father michael j graham 7.) mr gregory b kenny 8.) ms jill t mcgruder 9.) mr george j rewick 10.) mr jim sluzewski 11.) mr david e szkutak 12.) dr james c votruba 13.) ms kathy r wade 14.) dr gregory h williams 15.) mr david m wilson”

“Ceo / cfo financial statement certification robert c. Reifsnyder, president and ceo and jill johnson, cfo, certify that they have reviewed the audited financial statements and related irs form 990 of united way of greater cincinnati (uwgc). Based on their knowledge, these financial statements do not contain any untrue statement of material fact or omit any material facts necessary which would make the statements misleading and, based on their knowledge, these financial statements and other financial information included in these reports, fairly present, in all material respects, the financial condition, results of operation and cash flows of uwgc as of, and for the year ended december 31, 2013.”

“Total number of volunteers uwgc volunteers for 2013 were tracked on the uwgc volunteer connection database and include board members, loaned executives, internal campaign coordinators, other campaign volunteers, community impact volunteers, public policy volunteers, direct service volunteers, days of service volunteers, and planned giving volunteers.”

“Statement of program service not reported in prior year be the change is a community-wide, coordinated volunteer tutor recruitment initiative focused on achieving measurable results in student achievement for high-need cincinnati public elementary schools. Through be the change, the initiative has mobilized more than 500 tutors for 24 cincinnati public schools.”

“Statement of program service accomplishments community impact community impact includes activities that relate to fund investment and strategic community initiatives, including public policy and community services/labor. Community impact involves the process of planning and investing resources to effectively address health and human service needs and includes outcome measurement, planning and problem-solving. Strategic community initiatives promote collaborative problem-solving and community development with governmental and non-profit agencies. Uwgc's leadership is evident through the agenda for community impact, a dynamic and interactive action plan designed to achieve measurable community change in priority areas around helping children achieve academic and life success and ensuring families and individuals achieve financial stability. The agenda guides all of uwgc's work and is closely linked to the bold goals for our region, which were first developed in 2011. Building on the framework of the bold goals, uwgc continues work in the community to ensure broad-cross sector coordination with the intent to create large scale social change. Progress was noted in four of the six bold goals; the other two were maintained at current levels. At the end of 2013, more than 250 businesses, educational institutions, hospitals and nonprofit entities had pledged to work collectively toward achievement of the goals. Education: uwgc places our highest priority on working with systems and partners to ensure that children arrive at kindergarten ready to learn and to make sure youth succeed. For children to grow into successful adults, they need a supportive and healthy early foundation. Uwgc is investing heavily in two core research-based strategies proven to be effective in ensuring a strong start in life: quality home visitation/parent support and quality early care and education. Throughout the region, united way success by 6 is the driving force behind ensuring that families are receiving the services and support needed to help young children succeed. As a result of this work and that of many committed social service providers, kindergarten readiness assessments over the last few years reflect progress in the number of children in our communities who are ready for the challenges of school. Because youth spend 80 percent of their time in settings other than school, we cannot rely primarily on schools to provide educational and cultural experiences. Children living in impoverished communities must have the same enrichment and learning opportunities as their counterparts in affluent neighborhoods. Uwgc and its partners are working to ensure youth success through a variety of programs and initiatives, including after-school academic and cultural enrichment, in-school support, mentoring, mental health counseling, and risky behavior and child abuse prevention. Results of this work in 2013 include: 95 percent of children ages birth to 3 years participating in home visiting programs were developmentally on target; 90 percent of children participating in early care and education programs were assessed age-appropriate in their development; 84 percent of youth in academic-focused youth programs achieved grade promotion; 11,086 students participated two or more times per week in structured after-school activities; and, 30,396 students completed service learning projects. Income: uwgc places our second highest priority on working with systems and partners to ensure that families and individuals are financially stable. Financial stability is one of the key factors to building strong and stable families and, in turn, strong and stable communities. Those who have fewer financial stresses are healthier, perform better at work and have better education outcomes. When parents are financially stable, they are more able to address the physical, emotional and educational needs of their children. To address the obstacles that prevent hard-working families from”

“Statement of program service accomplishments donor designations as part of the uwgc campaign, donors may designate all or a portion of their pledge to a uwgc initiative or impact area, a uwgc agency partner, or another united way. Designations received in the fall campaign are distributed the following year based upon amounts collected.”

“Statement of program service accomplishments direct services direct services are services provided by uwgc, such as united way 211, and the volunteer connection. United way 211 links people to services and volunteer opportunities. United way 211 is available 24 hours a day, seven days a week to people in hamilton, clermont, brown and butler counties in ohio and boone, kenton, campbell and grant counties in kentucky, ripley and switzerland counties in indiana. The volunteer connection strives to increase the effectiveness and participation of all segments of volunteer resources through recruitment, training, education and recognition.”

“Statement of program service accomplishments central services central services include self-supporting programs which serve uwgc's operating divisions and other nonprofit organizations. These fee-producing programs include group employee benefits administration, building and grounds management, printing, office supplies, mail, accounting, and management information services.”

“Checklist of required schedules uwgc board members are representative of the community that uwgc serves. Therefore, several board members have relationships with other organizations with which uwgc does business. However, these relationships are appropriate as these types of transactions are done in the normal course of business.”

“Reconciliation of net assets other changes in net assets or fund balances: market value change in beneficial interest $ 77,274 market value change in interest rate swap agreement $ 110,994 total $ 188,268”