United Way Inc.

“Other program services designations to other nonprofit organizations: on behalf of its donors, united way processed $39,366,048 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 april 10, 2018 to the members of the audit committee. The committee members reviewed the document as part of a meeting on april 19, 2018. The committee then reviewed and accepted the document. The form 990 was also sent electronically to each board member in april 2018. The form 990 is scheduled to be filed by may 15, 2018.”

“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 excuses herself/himself from any discussions related to the potential conflict of interest. Staff receive and sign the same policy and questionnaire.”

“Fiscal year 2016 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 10, 2018 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 -provide total compensation potential to be around”

“Performance pay: the program provides the ceo the opportunity to earn a performance-based incentive of up to 25% of her base salary. The performance pay opportunity is directly tied to achievement of the goals which are set forth in the annual organizational scorecard. No change to this arrangement was made for calendar year 2016. For calendar year 2016, ms. Buik received performance pay of $54,771. While it is the intent to award performance pay based on predetermined goals and performance relating to achieving these goals, the human resources committee of the board may, at its discretion, adjust the actual bonus payments due to exceptional circumstances that may arise during the fiscal period. The ceo was awarded a $33,000 for taking on additional responsibilities while the organization searched for its chief operating officer. Total cash compensation: the committee annually evaluates the ceos performance against several key objectives including the scorecard results. In addition to measuring the ceos performance against these objectives, the committee also evaluates the level at which the ceo demonstrates leadership competencies utilizing past 360 degree reviews conducted by an independent consultant. The committee evaluated the ceos performance against the organizations scorecard, her personal objectives as well as her general management and leadership competencies. In calendar year 2016, the total cash compensation for the ceo was $410,271 - base compensation of $316,198, and bonus & incentive compensation of $87,771 as reported in schedule j part ii of the form 990, plus $6,302 of the employees pretax contribution to the employers group health insurance. Uwgla offers standard health and welfare benefits to the ceo that are available to all full-time uwgla employees. Retirement benefits: uwgla offers a comprehensive retirement program that includes both qualified and nonqualified retirement plan benefits. The following retirement benefits are available to all employees: -a code section 403(b) tax deferred annuity plan with a matching contribution, which is a tax-deferred until withdrawal. The annual employee contribution limit was $18,000 in 2016. After one year of service, uwgla makes matching contributions equal to 50% of the first 6% of employee contribution, which contributions vest over two to five years based on years of vesting service. -a defined benefit retirement plan providing employees with a funded retirement benefit. The participant is provided a specific benefit based on compensation and years of service payable at normal retirement age, with reduced benefits payable at an earlier retirement date. Uwgla also provides restoration benefits to the ceo. -a nonqualified "benefit restoration" plan (for compensation above the irs annual limit for qualified plans), providing a benefit equal to the amount that would otherwise be provided under the defined benefit plan if it were not subject to certain limits on compensation or annual benefit, as determined by the internal revenue service. Other benefits and allowances: uwgla offers minimal perquisites and supplemental benefits except where necessary to attract and retain the management team it requires to achieve the goals of the organization. An automobile and an annual executive physical are additional benefits provided for the ceo. Chief operating officer the chief administrative officers position was vacant prior to fiscal year 2016. Uwgla reevaluated the job function and responsibilities of this role, which resulted in an increase in scope and changed to chief operating officer. The chief operating officer position was filled in september 2016. Therefore, for the purpose of this letter, the chief operating officer did not meet the reporting requirements for "key employees"top 5 paid employees" based on irs instructions. Vice president compensation program for executives other than the ceo, the committee recognizes that the market for executive talent may be bro”

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

“Statement of purpose united ways creating pathways out of poverty plan combats homelessness and poverty at its roots: lack of access to a quality education, lack of a stable home, 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 homelessness and poverty in a holistic and sustainable manner. Our mission united way of greater los angeles is leading the fight to end homelessness and poverty in los angeles county. 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 prepared for college and the workforce. Financial stability: reduce veteran unemployment by half and improve the financial stability for 10,000 families. How were 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 and we make 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 oneit requires the power of many. Thats 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 nonprofit partners who aligned with the goals in our three pillars.”

“Program service activity - ending homeless through 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 40,000 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 nearly 95,000 walkers and raising $8.6m 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 led the campaigns to pass prop hhh and measure h, the most significant efforts to end homelessness. The measure passed with more than 1.5m collective votes, and will generate $5 billion over ten years to build housing, fund services and, for the first time, allow us to also focus on prevention. 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 leveraged over $1 billion in public resources and private philanthropy that provide permanent solutions, like the coordinated entry system, to end homelessness in los angeles county. 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; a-g completions with a "cbetter 2016 statistics (2017 data not yet finalized): -lausd: 77% grade rate; 55% a-g completions with a "cbetter -countywide: 81% grad rate; 50% a-g completions with a "cbetter service delivery -72k work-based learning opportunities created -6,000+ books distributed to students and families -~80 families enrolled in parent literacy programs -27,142 students enrolled in after-school programs convening through our education partners, 27,142 students have received academic tutoring, mentoring, counseling services and 34,801 students, parents, and teachers participated in shaping education policy. Through class (coalition for los angeles student success), united ways educational justice coalition of nonprofit advocacy and community organizations, represents over 150,000 students, families and teachers. We have fought for key policy changes and equitable school experiences for all los angeles unified school district (lausd) students, mobilizing over 14,000 individuals since 2013. A primary focus for united way over the last 10 years, and of class since it began several years ago, has been equity in 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 raise the bar for students and schools, so that more angelenos can apply and succeed in college and 21st century careers. The coalition, under the leadership of united way, has also demanded increased equity in school district budgeting and greater transparency and accountability of lausds leadership. These strategic grassroots efforts have engaged thousands of individuals in trainings and advocacy, and secured $350m 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 have held community town halls and forums for parents to provide input in this process, and we publish an lcff report card each year that breaks down lausds effectiveness and shortfalls in implementing lcff dollars to improve high-need student outcomes. 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 system, and determine if their school is adequately supporting their child 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 10,250 copies of the free parent engagement toolkit have been distributed to parents and community organizations. Since 2013, 150 student leaders have graduated from united ways young civic leaders program. The young civic leader program (yclp) is a leadership development program that recruits lausd high school student leaders to become united way ambassadors along three tracks: lead, advocate, and engage. The program empowers studen”

“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, united way supported 42,500 families claimed $46 million in total tax returns through the earned income tax credit (etic), 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. -since 2016, more than 19,400 households have received assistance with basic household necessities.”

“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 $4,157,895 in the current year.”

“United way led the campaigns for two ballot measures this year proposition hhh for city of los angeles in november 2016, and measure h for county of los angeles in march 2017. The $375,993 lobbying expenses under fees for services were related to video productions for public service announcements, community organizing support via phone, in-person, social media, and other communications. United way did not engage any professional lobbyists.”