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 2023 to the members of the audit committee. The committee members reviewed the document as part of a meeting on april 13, 2023. 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, 2023.”

“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 in a range between 25th to 75th percentile through its variable performance pay plan, depending on the nature and experience of the executive position - 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 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 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.”

“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 reachi”

“Program service activity - ending homeless 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. United way is turning the lessons of the pandemic crisis into bold programs that help our neighbors experiencing homelessness and light the path out of the housing crisis for all. Key efforts include a comprehensive plan to address unsheltered homelessness through the street strategy for l.a. County, immediate and long-term healthcare through the health pathways expansion grants, and a special focus on ending homelessness among seniors and older adults. - the health pathways expansion provided healthcare services to 23 project roomkey sites, serving over 2,864 patients. - the project also supported more than 3,492 care contacts through 16 federally qualified health center grantees throughout the county. A second project in this time period was the organization's work to support the passage of measure j, a los angeles county ballot measure that mandates at least 10% of the county's annual unrestricted revenues are spent on alternatives to incarceration and investment in under resourced communities. The nexus between our work to end homelessness and this measure was clear - the revolving door between county jail and safety nets systems and homelessness is well documented. Uwgla helped to lead the local ballot measure electoral campaign and specifically supported with fundraising, coalition development, communications tactics. Housing not only ends homelessness, it prevents it. The leading driver of homelessness is a lack of affordable housing, and la county lost nearly 200,000 units that rent for less than $1,000 per month in the last decade. As a result, nearly one-third of la renters spend more than half their income on housing with this burden most heavily falling on black and latinx residents: 67% of black residents and 62% of latinx residents are renters. Accelerating permanent supportive housing competition (apsh) brings bold models to scale. In spring 2019, united way of greater los angeles awarded $5 million in grants to 16 bold projects through apsh. By strategically aligning awards between both county and city of los angeles efforts, uwgla was able to maximize our impact. First, l.a. County's housing innovation challenge brought numerous new designs and creative concepts to light. Apsh helped bridge public opportunities, supporting developers in furthering creative concepts. In turn, funds helped develop concepts into increasingly effective and achievable building designs, allowing grantees to apply to the city of los angeles's hhh housing challenge for construction funds. Stats: 16 developers received awards for apsh projects with an estimated 1400 supportive to be constructed over the next several years.”

“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 the pandemic exaggerated existing challenges for low-income students and their families including educational opportunities. On average, latinx and black students at lausd were less active in online classes with 67% of black and latinx middle schoolers active in online schooling compared to 88-89% of their white and asian peers. The virtual model illuminated the inequities facing our most vulnerable students, ranging from lack of internet, adequate technology equipment, managing siblings and households while parents were working, and isolation and fear due to the pandemics effects on their families. Uwgla focused on supporting partner organizations to meet the immediate and long term needs of students and parents to help bridge the digital divide with learning and resources of support through our transformed initiative. Transformed tested a dozen innovative education models centered on equity to help l.a. Students, teachers and parents survive and thrive through the pandemic resulting in direct relief in mental health, self care, family well-being and academic support. The pandemic brough additional challenges to the family from job loss to temporary displacement, loss of possessions and even the loss of a family member due to covid-19. Gilda's family received both emotional and economic support through grocery gift cards, essential items, rental advocacy, mental health support and most importantly a caring relationship with hola staff. Transformed tested a dozen innovative education models centered on equity to help l.a. Students, teachers and parents survive and thrive through the pandemic. Transformed helped hola establish its family services department that recognizes that students need stability in order to have academic success and provided support to hundreds of families like gilda's. Additional education partners like communities in schools. Los angeles also pivoted their work to provide direct relief to students and their families. - overall transformed grantees worked directly with over 40,000 students, families, and teachers to address the unique challenges faced during the pandemic. - learning pods provided more than 250 wilmington students with safe spaces to learn where students could log on to do their school work, get tutoring and have hot meals.”

“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 la county, 60% of black households and over 70% of latinx households reported experiencing "serious financial problems" during the pandemic. To help families stabilize and break the cycle of intergenerational poverty, united way continues to provide direct relief through rental and utilities assistance to keep people in their homes. Programs like volunteer income tax assistance (vita) put money back in the pockets of working families by unlocking tax credits. Last year, we supported united ways of california in their efforts to expand the california earned income tax credit (caleitc) and enact the young child tax credit to help california families financially recover from the pandemic. Families like ana's may qualify for up to $10,000 from these tax credits. Uwgla partners with trusted, community-based organizations like maof and el centro de ayuda to help individuals and families to submit their tax returns both in person and virtually. Throughout the past two years, uwgla has taken this work even further to help identify, train, and provide stipends to los angeles city college student volunteers to help with tax season. The program focuses on recruiting first-generation students, dreamers, and multilingual volunteers to help serve diverse populations throughout the region. Stats: the efforts of uwgla's vita volunteers helped our partners connect more families with tax preparation services, a small fraction of the large impact vita has on working families: - 17 volunteers performed 485 hours of tax prep services in partnership with 7 organizations. - approximately 970 tax returns were filed with an average return of $1,842 to clients with a roughly $1.78 million in refunds claimed overall.”

“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 $1,864,843 in the current year.”

“Other fees include digital communications on our advocacy work, events, productions, communications, and consulting expenses related to our centennial celebration and campaign, strategic planning and other professional fees related to our programmatic work. Majority of these expenses are funded by various grants.”

“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 u.s. And international markets. There is significant uncertainty around the breadth and duration of business disruptions related to covid-19, as well as its impact on the u.s. And international economies. United way cannot reasonably estimate the length and severity of this pandemic, but the organization currently anticipates a decline in annual workplace campaign giving and an increase in uncollectible pledges over the next few years.”