United Way Inc.

“Other program services - designations to other nonprofit organizations: on behalf of its donors, united way processed $38,267,499 in designations to other nonprofit organizations.”

“Once the Form 990 has been completed by staff and reviewed by professional tax preparers, the document was sent electronically on March 18, 2016 to the members of the audit committee. The committee members reviewed the document as part of a meeting on March 24, 2016. The committee then reviewed and accepted the document. The Form 990 was then sent electronically to each board member. The Form 990 is scheduled to be filed by May 16, 2016.”

“Annually, board members and members of certain committees are provided a copy of the conflict of interest policy and a questionnaire that elicits responses to a variety of questions related to any actual or perceived conflicts of interest in their role. The questionnaires are reviewed and any potential conflicts are discussed and further documented. In the very limited number of cases where a board member of the firms that they represent are paid for services, the board approves the potential conflict of interest. In the cases where a board member has a relationship with an organization that receives grant funding from United Way, the board member recuses herself/himself from any discussions related to the potential conflict of interest. Staff receive and sign the same policy and questionnaire.”

“United Way of Greater Los Angeles Fiscal Year 2015 Human Resources Committee Report This report was approved by Human Resources Committee ("the Committee") of the Board of the United Way of Greater Los Angeles ("UWGLA") on April 5, 2016 for inclusion with the required Form 990 filing. The Committee aims to fully disclose the compensation paid out in an open and transparent manner which is consistent with best practices and applicable regulatory requirements. To that end, this report provides information on United Way of Greater Los Angeles' governance and oversight of executive compensation and benefit programs, general compensation philosophy, and key features of the executive compensation program. The practice of the Committee includes all of the following: - Adoption of sound corporate governance procedures including a compensation committee charter and a regular calendar of activities. - Adoption of a comprehensive compensation policy statement, including: peer groups, sources of comparability data, market philosophy, use of incentive arrangements, etc. - Development of effective incentive arrangements, including documented goals, award caps, and alignment of pay with organization mission, values, and performance. - Convening of regular compensation evaluations and establish a "rebuttable presumption" of reasonableness. - Obtaining market comparability data from independent sources. - Avoid any appearance of conflict of interest. - Apply "initial contract" exception where available and appropriate. - Maintain well documented minutes of all board or committee meetings. Within the spirit of the parameters of the above best practices, the intent of the Committee is to provide a total compensation program for the CEO and Vice Presidents that promotes the United Way's long-term strategic objectives. In seeking to achieve such a program, the Committee considers many factors in determining how to set executive remuneration including: UWGLA's mission and goals, the performance of UWGLA as an organization, the market for executive talent, and the performance of each executive. Given the Committee's focus on performance and the objectives of the organization, the Committee also aims to put a portion of each executive's compensation at risk in the form of a performance pay plan. On an annual basis, the Committee is responsible for evaluating the performance of the CEO and recommending to the full Board for approval any adjustments to this compensation and benefits, including incentive or performance pay awards. The Committee is also responsible for approving incentive awards and any adjustments to the compensation and benefits of the Vice Presidents, as recommended by the CEO. Also, the Committee is responsible for reviewing and recommending to the full Board for approval any new compensation or benefits plans or programs, or any changes to existing plans and programs that relate to the CEO or the Vice Presidents. General Compensation Philosophy The United Way of Greater Los Angeles is dedicated to making a measurable impact in Los Angeles and its surrounding communities. The United Way's mission is to improve the quality of life for everyone in greater Los Angeles by creating pathways out of poverty. The Committee understands the importance of a strong leadership team in maintaining and strengthening UWGLA's ability to serve communities, and has therefore adopted a compensation policy that is consistent with the organization's mission. The primary objective of UWGLA's compensation policy is to provide reasonable and competitive total compensation opportunities to executives, consistent with market-based compensation practices for individuals possessing the experience and skills needed to improve the overall performance of the organization. The organization's executive compensation program is designed to: - Provide base compensation at the median of the local market; or, national market depending on the nature of the executive positi”

“Annual financial statements are available through the organization's website. We make our conflict of interest policy and bylaws available upon request.”

“Statement of Purpose United Way's creating pathways out of poverty plan combats poverty at its roots - lack of education, homelessness and financial instability and focuses on long-term solutions. We do this by working side-by-side with public, private and non-profit sectors to tackle the root causes of poverty in a holistic and sustainable manner. Our Mission To permanently break the cycle of poverty for our most vulnerable neighbors: families, children, veterans and the homeless. Our 10-year creating pathways out of poverty action plan began in 2007 and focuses on providing long-term solutions to three root causes of poverty with goals in each area. HOUSING: CREATE AND SUSTAIN AN END TO HOMELESSNESS, STARTING WITH VETERANS AND OUR CHRONICALLY HOMELESS NEIGHBORS. EDUCATION: INCREASE THE HIGH SCHOOL GRADUATION RATE TO 85%, ENSURING STUDENTS ARE COLLEGE AND CAREER READY. FINANCIAL STABILITY: REDUCE VETERAN UNEMPLOYMENT BY HALF AND IMPROVE THE FINANCIAL STABILITY FOR 10,000 FAMILIES. How we're leading the movement to end poverty - WORKING SIDE-BY-SIDE WITH PUBLIC, PRIVATE AND NON-PROFIT SECTORS TO TACKLE THESE ROOT CAUSES OF POVERTY. - BUILDING ON PROGRAMS AND STRATEGIES THAT IMPACT A GREATER NUMBER OF NEIGHBORS AND COMMUNITIES. - ADVOCATING AND INFLUENCING PUBLIC POLICY, DEMANDING SOLUTIONS THAT PROVIDE LASTING CHANGE AND MAKE LONG-TERM COMMITMENTS TO IMPLEMENTING THEM. - INVESTING IN MORE THAN 120 HIGH-PERFORMING NONPROFIT ORGANIZATIONS ALIGNED WITH THE GOALS IN OUR THREE PILLARS. - RESEARCHING SOCIAL PROBLEMS TO DELIVER DATA - AND EVIDENCE-BASED SOLUTIONS THAT DEMONSTRATE REAL OUTCOMES.”

“PROGRAM SERVICE ACTIVITY - ENDING HOMELESSNESS THOUGH HOUSING STABILITY GOAL CREATE AND SUSTAIN AN END TO HOMELESSNESS, STARTING WITH VETERANS AND OUR CHRONICALLY HOMELESS NEIGHBORS. OUR WORK AND RESULTS IN 2010, UNITED WAY OF GREATER LOS ANGELES AND THE LA AREA CHAMBER OF COMMERCE LAUNCHED HOME FOR GOOD, AN ACTION PLAN TO END HOMELESSNESS, REPRESENTED BY A COUNTRY-WIDE COLLECTIVE OF OVER 200 CROSS-SECTOR ORGANIZATIONS. ORGANIZED HOMEWALK, AN ANNUAL 5K RUN/WALK TO RAISE FUNDS AND AWARENESS AROUND HOMELESSNESS, MOBILIZING OVER 75,000 WALKERS AND RAISING $6.5M OVER ITS NINE-YEAR HISTORY. Through our Home for Good coalition and housing partners, almost 25,000 individuals have been housed since 2011. Instrumental in backing the City and County's 2016 joint action plan intended to help the thousands of people living without shelter in our communities. Starting in 2010, United Way developed and piloted the Coordinated Entry System, a process through which the most vulnerable homeless residents of Los Angeles County are matched with the available and appropriate housing resources. CES was developed to more efficiently connect homeless single adults searching for permanent housing to the most appropriate housing resource, and now serves as a national model for solving homelessness. Over the last five years, the Home for Good Funder's Collaborative has jointly invested over $720 million in public resources and private philanthropy that provide permanent solutions, like the Coordinated Entry System, to homelessness in LA County.”

“PROGRAM SERVICE ACTIVITY - HELPING STUDENTS GRADUATE AND PREPARE FOR COLLEGE AND THE WORKFORCE GOAL INCREASE THE HIGH SCHOOL GRADUATION RATE TO 85%, ENSURING ALL STUDENTS GRADUATE AND ARE PREPARED FOR COLLEGE AND THE WORKFORCE. OUR WORK AND RESULTS Through our education partners, 19,331 students have received academic tutoring, mentoring, counseling services and 9,060 students and parents participated in shaping education policy. Through the Communities for Los Angeles Student Success (CLASS), a coalition of 55+ organizations, representing 150,000 parents, students, and teachers to become active decision makers in LAUSD, 26,500 individuals engaged in training and advocacy and secured $85M to ensure resources are invested into proper college and career ready support programs among schools with the highest need. Since 2013, 150 student leaders have graduated from United Way's Student Leadership Program. Student Leaders complete an eight-month fellowship where they delve deeply into education policy and social justice while leading campaigns at their school sites. During the summer, they participate in internships with education and community organizations. In 2015, United Way's Student Leaders spearheaded a movement for greater community engagement with the LA Unified School District board election. Among their peers, parents and community groups, Student Leaders highlighted the importance of the four LAUSD board seats up for re-election. Our Student Leaders successfully registered over 3,000 peers across LAUSD. Through their efforts, the community has more say over who will manage LAUSD's $8 billion budget, which directly affects the lives of 650,000 students and approximately 35,000 educators. United Way is the backbone for the Linked Learning program in LA County. Linked Learning is a transformative model that integrates rigorous academics with real world workplace experiences. To date, 33,000 students across the County have participated in a career-based learning opportunity, ranging from internships to career days.”

“PROGRAM SERVICE ACTIVITY - ENSURING FINANCIAL STABILITY THROUGH JOBS AND FINANCIAL COACHING GOAL REDUCE VETERAN UNEMPLOYMENT BY HALF AND IMPROVE THE FINANCIAL STABILITY FOR 10,000 FAMILIES. OUR WORK AND RESULTS - In 2015, United Way helped pilot the Veteran Pre-Apprenticeship program, a unique initiative that allows veterans access to pre-apprenticeship programs for entry into hard to attain trade work programs. The program will help place 600 veterans into secure and good paying apprenticeship programs annually. - Last year, 42,500 families claimed $46 million in total tax returns through the Earned Income Tax Credit, putting economic stability back into households and the economy. - Since 2012, through United Way's partner agencies, 3,981 post-9/11 veterans have been placed into permanent jobs. 7,216 low-income families have improved their financial habits.”

“Change in additional pension liability - United Way has a defined benefit, noncontributory pension plan covering substantially all of its regular employees. Accounting Standards Codification Topic 715 requires employers to recognize non-cash periodic pension expense, changes in the overfunded status and actuarial valuation of the plan in the year in which the expense and changes occur through changes in net assets. That amount was $(1,434,907) in the current year.”

“The audit committee of the board of the United Way of Greater Los Angeles selected Grant Thornton LLP to be its new independent accountant for audit and tax services after reviewing several proposals and interviewing qualifications of accounting firms.”