United Way Inc.

“Other program services designations to other nonprofit organizations: on behalf of its donors, united way processed $17,350,871 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 16, 2019 to the members of the audit committee. The committee members reviewed the document as part of a meeting on April 18, 2019. 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, 2019.”

“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 The Human Resources Committee, of the Board of United Way of Greater Los Angeles, aims to fully disclose the compensation paid out in an open and transparent manner which is consistent with best practices, applicable regulatory requirements, and establishes a "rebuttable presumption" of reasonableness. To that end, this report provides information on United Way of Greater Los Angeles governance and oversight of executive compensation and general compensation philosophy. GENERAL COMPENSATION PHILOSOPHY The primary objective of UWGLAs compensation policy is to provide reasonable and competitive total compensation opportunities for 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 the 75th percentile through its vriable Performance Pay Plan - Be flexible to reward individual accopmlishments as well as organizational success - Encourage the attraction and retention of high caliber executives - Provide a competitive total compensation package, includin benefits - Balance the need to be competitive within the limits of available financial resources - Ensure that pay is perceived to be fair and equitable - Ensure that the program is easy to explain, understand, and administer - Enture the program complies with state and federal regulations, is consistent, and free of discrimination In order to reinforce pay-for-performance and to ensure a focus on the UWGLA mission, the Human Resources Committee (HR Committee) believes a portion of executive compensation should be variable and tied to performance. As such, the HR Committee has instituted a Performance Pay Plan, which provides the CEO, other Chief Officers, and Vice Presidents the opportunity to earn performance awards based on successfully producing the results determined annually in UWGLAs performance Scorecard. The annual goals, which form the Scorecard, are tied directly to the mission of Creating Pathways out of Poverty and long-term organizational goals. The HR Committee strives to provide market competitive base salaries for comparable positions and periodically commissions an independent consulting firm to review CEO, other Chief Officers, and Vice Presidents compensation to ensure the compensation programs and levels reflect the Committees commitment to align compensation with organization goals, objectives, and performance. In those years where an independent consultant is not engaged, the Human Resources Committee relies on general market conditions to make any changes to the executive compensation program. 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 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, other Chief Officers or the Vice Presidents.”

“Annual financial statements are available through the organization's website. We make our conflict of interest policy and bylaws available upon request. Form 990, Part VII, Section A, Line 1a: Due to the departure of the Vice President, Development, United Way engaged services from a board member, Erika Anderson, during the critical Fall fundraising campaign season”

“Statement of Purpose WHAT WE DO - MOVE OUR MOST VULNERABLE NEIGHBORS OUT OF POVERTY BY: 1. MONITORING DATA. 2. INVESTING FUNDS. 3. EDUCATING, EMPOWERING, AND ACTIVATING PEOPLE. 4. FOCUSING ON SOLUTIONS, AGGREGATING RESOURCES AND IMPROVING SYSTEMS AND POLICIES. 5. MAXIMIZING EFFICIENCIES AND LEVERAGING ALIGNED NETWORKS IN ORDER TO CREATE THE MOST IMPACTFUL RESULTS IN THE AREAS OF HOUSING, EDUCATION AND ECONOMIC MOBILITY. OUR THREE-YEAR GOALS United Way of Greater Los Angeles (UWGLA) focuses on three pillars that are critical to addressing poverty: Housing Solutions, Educational Equity, and Economic Mobility. Over the next three years, UWGLA will focus on the following goals: 1. Increase the number of students of color who graduate from high school prepared for college and a career. 2. Increase transfer and completion rates of community college students. 3. Prevent vulnerable families and individuals from falling into homelessness. 4. Reduce street and chronic homelessness. 5. Expand the production and availability of supportive housing for our most vulnerable homeless neighbors. 6. Increase the number of vulnerable youth and adults who obtain workplace skills and are connected to jobs. 7. Build economic equity across the region by increasing the assets and net worth of low-income families and individuals. 8. Expand the civic engagement and participation of all individuals and families, particularly people of color and youth, to reduce poverty and inequity. 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 one it requires the power of many. Thats why we focus on bringing people together to work on our regions most difficult issues. We work alongside 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 annually invest in approximately 150 high-performing nonprofit partners aligned with the goals in our three pillars.”

“Program service activity - ending homeless through housing stability. Goal create and sustain an end to homelessness. Our work and results in 2018, united way of greater los angeles created a movement to end homelessness. Bringing together a diverse coalition of nonprofits, community leaders and donors to build a grassroots-to-grasstops education, the everyone in campaign engages communities and activates individuals. Since its inception, everyone in is driving the conversation about permanent solutions to homelessness, and activating tens of thousands of people to advocate for real housing solutions in their neighborhoods. Everyone in campaign organizers knock on doors, activating and training others to do the same. With the partnership of john and marilyn wells family foundation, united way co-hosts a series of storytelling events called everyone in: stories from the frontline. Additionally we host pop-up events centered around education and resources. 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 people who were experiencing homelessness. Beginning in 2007, we host homewalk, an annual 5k family run/walk that raises funds and awareness around ending homelessness, mobilizing over 100,000 walkers and raising $8.6m over its history. Through homewalk we have transformed 19,000 lives with the stability of a home. Homewalk is now the largest public event to end homelessness in the nation. United way of greater los angeles led the campaign to pass prop hhh, the most significant effort to end homelessness. The measure passed by an overwhelmingly 77 percent of voters, 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) platform that connects service agencies to deliver housing resources to the people who need it most. Piloted in 2011, ces 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 in 25 u.s. Cities. United way created a central table to pool and align public and pilot resources to end homelessness. Sparked by a $1 million challenge grant from the conrad n. Hilton foundation, we gathered local funders to invest private dollars to test and prove solutions that could be scaled and sustained through public resources. This collaborative now has 70 partners. Additionally, please refer to our online 10-year retrospective 2007-2018 at unitedwayla.org/impactreport2019”

“Program service activity - helping students graduate and prepare for college and careers goal increase the high school graduation, ensuring all students graduate are prepared for college and careers. Our work and results 2007 statistics - countywide: 76% grad rate; 40% a-g completions with a c or better class of 2018 statistics (california department of education, l.a. County, dataquest) - countywide: 82% grad rate, 56% a-g completions with a c or better service delivery - 72k work-based learning opportunities created the young civic leader program (yclp) is a leadership development program that recruits los angeles unified school district (lausd) high school student leaders to become united way ambassadors along three tracks: lead, advocate, and engage. The program empowers student voices and student leaders via social justice and project based advocacy work. The yclp is a piece of our dynamic efforts to engage those most impacted by education policy and to develop solutions that can increase the number of lausd students that are college-eligible and career ready. Additionally, since 2015, our young civic leaders have created, led and moderated numerous board of education candidate forums where they exchange views and assert their priorities to lausd candidates running for election. Students are directly impacted by lausd board decisions. The lausd candidate forums are an opportunity for los angeles students to exchange views, assert their priorities to the candidates, and shine a spotlight on critical school board races. Class (communities for los angeles student success) is united way of greater los angeles educational justice coalition of nonprofit advocacy and community organizations. We have fought for key policy changes and equitable school experiences for all lausd students. 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 c or better. The lausd school board currently has a graduation requirement that students complete their a-g courses with a d or better, and our coalition is working to raise the bar for students and schools, so that more young people 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. In 2018, united way activated leaders and policymakers to collaborate to introduce and pass a groundbreaking board of education resolution for educational equity. The "close the gap" resolution sets education achievement benchmarks, mandates key systemic solutions to improve teaching capacity and ensures equitable access to resources for our lower-income student so they are well-equipped for the future. These strategic grassroots efforts have engaged thousands of individuals in trainings and advocacy, and secured funding 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 in our local schools (students in foster care, english language learners, and students experiencing homelessness). Schools are required to go through a community feedback process that will shape the use of local dollars. We have held community town halls and forums for parents to provide input in this process, and we publish an lcff report card 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 lausd system, and determine if their school is adequately supporting their child toward gradu”

“Program service activity - ensuring economic mobility through jobs and financial coaching. Goal break the cycle of intergeneration poverty. Our work and results 40% of households in l.a. County have an insufficient financial cushion to subsist at the poverty level for three months. The amount of time experts have agreed that a family needs to recover from a loss of income. 20% of households in l.a. County are estimated to have zero net worth. - 2018 prosperity now scorecard since 2016, more than 19,400 households have received assistance with basic household necessities. Through 2017 to 2018, united way of greater los angeles helped distribute over $5 million in resources to vulnerable households in l.a. County. Utility assistance in 2018, united way launched an innovative pilot program called subsidized housing assistance relief for energy (share) with southern california edison and socalgas to provide funds to cover a households unpaid accounts, clearing them for approval to subsidized housing. Tax preparation united way helps families file their taxes for free and take advantage of the earned income tax credit (eitc). Many households are eligible for the income-based eitc, but most are not aware of the opportunity, leaving hundreds of millions of dollars unclaimed each year. Since 2007, we have been a leader in promoting the volunteer income tax assistance (vita) and began training volunteers and coordinating locations so that qualifying families can get the returns that they deserve. We also launched a communications campaign to spread awareness about the credit and successfully advocated for the passage of the caleitc, a state income-based tax credit. In 2009, we co-created a coalition, free tax prep la, that builds synergies between government, business partners and local nonprofit organizations. United way-supported organizations filed more than 9,000 returns and secured nearly $11.5 million for low-income families through free tax assistance since 2016. Financial coaching since 2007, we have supported the development and expansion of financial coaching programs. These help individuals and families make the best use of their incomes, so that they can achieve economic stability and start on the pathway to prosperity. Disaster recovery united way created partnerships and gathered the community to assist neighbors affected by fires and mudslides raising over $3.5 million since 2017. We raised funds to power the efforts of local organizations that meet emergency needs and that assist with longer-term economic, emotional, and housing support; home and neighborhood improvements; and future disaster preparation. For 2017 wildfires and mudslides, united way mobilized the community to raise $800,000 dollars and partnered with organizations on the ground to help 2,000 low-income households recover from the disasters. When our communities were hit by the hill and woolsey fires, we partnered with the los angeles rams, cbs 2/kcal 9 on a 12-hour fire relief fundraiser that raised over $1 million. We continued our efforts with benefit concerts and a communication campaign, ultimately raising more than $2.7 million to help affected low-income neighbors recover for the long term. Additionally, please refer to our online 10-year retrospective 2007-2018 at unitedwayla.org/impactreport2019”

“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 $1,772,883 in the current year.”