United Way Inc.

“Other program services designations to other nonprofit organizations: on behalf of its donors, United Way processed $44,359,613 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 15, 2017 to the members of the audit committee. The committee members reviewed the document as part of a meeting on April 19, 2017. 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 15, 2017.”

“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 or 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 2016 Human Resources Committee Report This report was approved by the Human Resources Committee ("the committee") of the Board of the United Way of Greater Los Angeles ("UWGLA") on March 28, 2017 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 Ways long-term strategic objectives. In seeking to achieve such a program, the Committee considers many factors in determining how to set executive remuneration including: UWGLAs mission and goals, the performance of UWGLA as an organization, the market for executive talent, and the performance of each executive. Given the Committees focus on performance and the objectives of the organization, the Committee also aims to put a portion of each executives 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 Ways 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 UWGLAs ability to serve communities, and has therefore adopted a compensation policy that is consistent with the organizations mission. The primary objective of UWGLAs 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 organizations 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 position -”

“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 access to a quality education, lack of a stable home, and financial instability and we focus 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, students, 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 ALL STUDENTS GRADUATE AND ARE PREPARED FOR COLLEGE AND THE WORKFORCE. 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 SCALING SOLUTIONS Improving policy and driving systems change is a critical part of the work we do at United Way. In a region as large, complex and fragmented as Los Angeles County, systems change is the only way to scale long-term solutions that truly break the cycle of poverty. We advocate for and influence public policy, demanding solutions that provide lasting change while making long-term commitments to implementing them. We also research social problems to deliver data and evidence-based solutions that demonstrate real outcomes. LEVERAGING PARTNERSHIPS Solving complex problems like poverty cant be done by the power of one it requires the power of many. This is the reason WHY we focus on bringing people together to work on our regions most difficult issues. We work side-by-side with public, private and non-profit sectors to tackle the root causes of poverty; and we build on programs and strategies that impact and influence a greater number of neighbors and communities. MAKING COMMUNITY IMPACT Through our grants, we invest in local nonprofits and programs which will have the greatest impact in reaching our goals to end poverty, expanding their resources to meet the needs of the most vulnerable people in our communities. We invest in 150 high-performing non-profit partners who are aligned with the goals in our three pillars.”

“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 Through United Way of Greater Los Angeless Home For Good initiative, launched in 2010 with the Los Angeles Area Chamber of Commerce and powered by the partnership of over 200 cross-sector leaders, we have housed over 33,000 formerly homeless people, and weve reduced veteran homelessness by 60% in the last five years. Each year we hold HomeWalk, a 5K family run/walk that raises funds and awareness around ending homelessness, mobilizing over 85,000 walkers and raising $7.6M over its ten-year history. Through HomeWalk, we have transformed 18,000 lives with the stability of a home. United Way of Greater Los Angeles was engaged in the campaign to pass Prop HHH, the most significant effort to end homelessness. The measure passed by an overwhelmingly 77% of voters in November 2016, and will raise $1.2 billion to create 10,000 units of permanent supportive housing enough to house all of our chronically homeless in the city of Los Angeles. United Way of Greater Los Angeles helped develop the Coordinated Entry System (CES), which matches homeless individuals to the optimal resources for their needs. Piloted in 2011, CES now operates in all areas of Los Angeles County through the support and coordination of over 100 local service providers. CES now serves as a national model for solving homelessness. Over the last five years, the Home for Good Funders Collaborative has jointly invested $1 billion in public resources and private philanthropy that provide permanent solutions, like the Coordinated Entry System, to end homelessness in Los Angeles 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 2007 Statistics - LAUSD: 67% grad rate; 47% A-G completions with a "Cbetter - Countywide: 76% grad rate; 40% A-G completions with a "Cbetter 2015 Statistics (2016 data not yet finalized) - LAUSD: 72% grad rate, 52% A-G completions with a "Cbetter - Countywide: 79% grad rate, 47% A-G completions with a "Cbetter Service Delivery - 40,000 work-based learning opportunities created - 4,000+ books distributed to students and families - Approximately 250 families enrolled in parent literacy programs - Approximately 24,000 students enrolled in after-school programs Convening 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 "CLASS" (Coalition for Los Angeles Student Success), United Ways educational justice coalition of nonprofit advocacy and community organizations, we have fought for key policy changes and equitable school experiences for all LAUSD students, mobilizing over 150,000 students, parents, and teachers. A primary focus for United Way over the last 10 years, and of "CLASS" since it began several years ago, has been access to quality A-G courses and students completion of these courses with a "Cbetter. The LAUSD School Board currently has a graduation requirement that students complete their A-G courses with a "Dbetter, and our coalition is working to shift this to a "Cbetter requirement, as well as ensuring schools are working with students early in high school to make a plan for successful completion of these courses. 26,500 individuals have 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. The passage of LCFF (Local Control Funding Formula) presents a tremendous opportunity to underserved students our local schools (students in foster care, English Language Learners, & homeless students). Schools are required to go through a community feedback process that will shape the use of local dollars (through the LCAP process). We hold community town halls and forums for parents to provide input in this process, and we publish a scorecard each year that breaks down LAUSDs effectiveness and shortfalls in implementing LCFF as a tool for advocacy and mobilization. United Way of Greater Los Angeles and the Communities for Los Angeles Student Success ("CLASS") Coalition launched the Parent Engagement Toolkit, aimed at helping parents navigate the complex Los Angeles Unified School District (LAUSD) system, and determine if their school is adequately supporting their children toward graduation, college and career. The focus of the Toolkit, designed by United Way, is to help strengthen and support parent-principal partnerships, create a system-wide conversation about inadequate funding for high-need student populations, and encourage school sites to rethink budget allocations. The free printed and downloadable guide is available in English and Spanish. More than 5,000 copies of the free Parent Engagement Toolkit will be distributed to parents. Since 2013, 150 student leaders have graduated from United Ways Young Civic Leaders 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. LA Youth Vote: United Ways effort to register/pre-register students to vote. This year alone, over 2,000 high school students registered to vote. Through thEsE efforts, the community has more input over who will manage LAUSDs $8 billion budget, whi”

“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 helped place 600 veterans into secure and good paying apprenticeship programs. - 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 Ways partner agencies, over 6,600 post-9/11 veterans have been placed into permanent jobs. Over 12,000 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 funded 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 $(3,878,590) in the current year.”