United Way Inc.

“Once the form 990 has been completed by staff and reviewed by professional tax preparers, the document was sent electronically in april 2021 to the members of the audit committee. The committee members reviewed the document as part of a meeting on april 15, 2021. 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, 2021.”

“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.”

“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 and 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 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 position - provide total compensation potential to be around the 75th percentile through its variable performance pay plan - be flexible to reward individual accomplishments as well as organizational success - encourage the attraction and retention of high caliber executives - provide a competitive total compensation package, including 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 - ensure that program complies with state and federal legislation, 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 aportion 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 uwgla's performance scorecard. The annual goals which form the scorecard are tied directly to our 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 form to review ceo, other chief officers, and vice presidents' compensation to ensure the compensation programs and levels reflect the committee's 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 and 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. 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.”

“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 short and long-term 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. United way of greater los angeles (uwgla) focuses on three pillars that are critical to addressing poverty: housing solutions, educational equity, and economic mobility. The primary focus has been: 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. The global pandemic caused a shift in our efforts, enacting quick response solutions as they relate to our three pillars. In addition to the needs uwgla has been addressing, we quickly pivoted to respond by: 1. Mobilizing the region to donate and direct those resources to the vulnerable populations that need them most. People are ready to come to the aid of the most vulnerable. We channel those efforts to support people living outside, low-wage workers at risk of becoming homeless, and low-income students and their families. 2. Problem-solving the gaps in our systems. As our public and private sectors respond, we partner with them to remove obstacles and bring about policy change and resources needed to fill gaps. 3. Advocating for federal and state resources to get to the most vulnerable populations, matching up short-term and long-term needs. United way of greater los angeles has always been a place where community-based organizations and elected leaders come together to do the most good. 4. Protecting the safety and rights of people living outside. We are working with partners to bring everyone in as quickly and safely as possible. For those still outside, we are working to ensure their health and safety as well. 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 can't be done by the power of one, especially in the wake of the pandemic it requires the power of many. That's why we focus on bringing people together to work on our region's most difficult issues. We work alongside with public, private and non-profit sectors to tackle the root causes of poverty, which were further exacerbated when businesses and schools began to close in march of 2020. We build on programs and strategies that impact and influence a greater number of neighbors and communities, especially those most impacted, working together to address the immediate needs that surfaced. Making community impact through our grants, we invest in local nonprofits and programs which will have the greatest impact in reachin”

“Program service activity - ending homelessness through housing stability goal create and sustain an end to homelessness our work and results more than 66,000 men, women, children and veterans do not have a safe place to sleep at night. United way of greater los angeles works to ensure safe, stable and affordable neighborhoods for angelenos to call home. To support this, united way launched an accelerating permanent supportive housing (apsh) competition to build awareness and support for innovative high-quality, low-cost, scalable housing solutions to our homelessness crisis. Winners of this competition were invited to highlight the progress of their work during a showcase unveiling hundreds of units to be built as early as january of 2020. While these units were built and continue to be built, this was just a small (but large step in the right direction. Before covid-19 there were too many people experiencing homelessness in our county. The pandemic strained these systems and added urgency to give people a safe place to shelter. Our immediate response efforts helped to: - support 12 regional homeless service providers and shelter operators in expanding support for individuals living on the street and bringing more people inside to safety. - work closely with housing for health at the department of health services with the support of l.a. Care health plan to purchase personal protective equipment to protect health services professionals outreaching to unhoused residents. - to our housing partners alone, we distributed 148,000 fabric masks and nearly 20,000 bottles of hand sanitizer. - create 6,000 health and hygiene kits for individuals experiencing street homelessness and sheltering in place throughout l.a. County. Help make nearly 6,000 hospitality kits to welcome inside thousands of highly vulnerable individuals to hotel and motel rooms as part of project roomkey, an effort to secure hotel and motel rooms for vulnerable people experiencing homelessness to quickly bring them indoors, reducing risk of covid exposure.”

“Program service activity - helping students graduate and prepare for college and the workforce goal increase high school graduation rates, ensuring all students graduate, prepared for college and career our work and results united way of greater los angeles fights for great public schools. Schools that serve all students and prepare them to achieve in colleges and careers. As part of this, uwgla has two foundational programs to help bridge the education gap: young civic leaders program and class coalition. The young civic leaders program (yclp) the young civic leaders program (yclp) aims to elevate student voices around key educational equity issues. Yclp is an out-of-school program that focuses on uplifting students of color from each board district, cultivating them into leaders who work toward increasing the number of lausd students that graduate from high school college-eligible and career-ready. In addition to engaging in comprehensive advocacy efforts, yclp diversifies students' skill sets, develops participants' social-emotional skills, and supports their academic and personal success. Success for this program in 2020: - 100% of yclp class of 2020 enrolled either into a 2 or 4 year university. - 35 yclp students received one-on-one case management to support them navigate the pandemic. The case management supported with connecting them to resources in their neighborhood, supporting their mental health and assessing financial need. - $12,000 dollars were distributed to the highest need yclp students to support them and their families with rent, utilities, food and college. Class (communities for los angeles student success) 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 los angeles unified school district (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 lausd's 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 systematic solutions to improve teaching capacity and ensures equitable access to resources for our lower-income students so they are well-equipped for the future. The graduation rate for lausd class of 2019 was 78%, an all-time high and chronic absences were down. However, covid-19 deepened and revealed gaps in our education system. The virtual model put even more pressure and illuminated the inequities facing our most vulnerable students. Technology including devices and stable internet connections are not universally accessible. Compounding this challenge, immigrant families have to navigate an english speaking technology. With a remote school system, there are limited opportunities for families to partner with the district. Our immediate response efforts helped to: - support 1,000 students and their families with case management connecting them to learning and wellness resources in their neighborhoods, social and emotional support, and helping them connect to the technology they need to keep learning. In addition, these families received emergency food supplies - provided $3,000 in funding to”

“Program service activity - ensuring economic mobility through jobs and financial coaching. Goal break the cycle of intergeneration poverty. Our work and results united way of greater los angeles aims to create a more inclusive and fair economy. This includes equal access to funding, opportunity to be entrepreneurial, and supportive entry into current and emerging industries. In 2019, more than 1.7 million working families in l.a. Struggled in poverty. Covid-19 shined a light on the vulnerabilities of working families, especially families with undocumented members who could not access federal benefits. Our economic mobility work became even more critical to help families weather the economic storm the pandemic initiated. Uwgla established a pandemic relief fund to help support the immediate needs of those impacted by providing additional aid to our non-profit partners, in alignment with united way's mission to break the cycle of poverty, that experience a decline in giving due to the pandemic and its impact on the economy and giving cycles. Through these partnerships, we were able to: - rental assistance to 250 families, helping them stay in their homes - assist 160 families with utilities - provide direct financial assistance to more than 300 families to meet basic needs like medication, hygiene, and travel - provide meals to 1,861 households and distributed groceries and food to 8,335 families”

“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 ($1,658,773) in the current year.”

“In march 2020, the world health organization declared the outbreak of a novel coronavirus ("covid-19") as a pandemic, which continues to spread throughout the united states. The spread of covid-19 has caused significant volatility in the us and international markets. There is significant uncertainty around the breadth and duration of business disruptions relates to covid-19, as well as its impact on the u.s. And international economies. We cannot reasonably estimate the length and severity of this pandemic, but we currently anticipate a decline in annual campaign giving and an increase in uncollectible pledges over the next few years.”