Attach to Form 990 or Form 990-EZ.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i)Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| Total | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any unusual grants.) .... | 2,986,204 | 2,675,709 | 2,729,068 | 2,586,322 | 2,422,135 | 13,399,438 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 2,986,204 | 2,675,709 | 2,729,068 | 2,586,322 | 2,422,135 | 13,399,438 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 13,399,438 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,986,204 | 2,675,709 | 2,729,068 | 2,586,322 | 2,422,135 | 13,399,438 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 15,553 | 22,766 | 23,399 | 30,465 | 13,224 | 105,407 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10. | 13,504,845 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 6 | Total. Add lines 1 through 5. | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2015 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2015 |
(iii) Distributable Amount for 2015 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2015 from Section C, line 6 |
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|
2
Underdistributions, if any, for years prior to 2015 (reasonable cause required--see instructions) |
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| 3 Excess distributions carryover, if any, to 2015: | ||||
| a | ||||
| b | ||||
| c | ||||
| d From 2013....... | ||||
| e From 2014....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2015 distributable amount | ||||
|
i
Carryover from 2010 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2015 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2015 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2015, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions) |
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|
6
Remaining underdistributions for 2015. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions) |
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|
7 Excess distributions carryover to 2016. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a | ||||
| b | ||||
| c Excess from 2013....... | ||||
| d From 2014....... | ||||
| e From 2015....... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| FORM 990, PAGE 2, PART III, LINE 1: | IN 2007 THE GREENWICH UNITED WAY BOARD INITIATED A PROCESS TO REVIEW THE ORGANIZATION'S MISSION AND PRIMARY WORK. AT THE CONCLUSION, THE FOLLOWING WERE ADOPTED AS THE ORGANIZATION'S REVISED VISION AND MISSION STATEMENTS: VISION: THE GREENWICH UNITED WAY WILL DEEPEN THE COMMUNITY'S UNDERSTANDING OF LOCAL NEEDS AND SERVICES; CREATE MEANINGFUL SOLUTIONS, AND INSPIRE ALL WHO CAN TO HELP ALL WHO NEED. MISSION: THE GREENWICH UNITED WAY MOBILIZES THE COMMUNITY IN STRATEGIC EFFORTS TO IDENTIFY AND ADDRESS CRITICAL HUMAN SERVICE NEEDS. THE GREENWICH UNITED WAY ACHIEVES MEASURABLE AND SUSTAINABLE RESULTS THROUGH COMPREHENSIVE PLANNING, EFFICIENT FUNDRAISING, AND EFFECTIVE INVESTMENT IN THE COMMUNITY. |
| FORM 990, PAGE 2, PART III, LINE 4A: | DURING THE 2015/2016 FISCAL YEAR, THE GREENWICH UNITED WAY MADE COMMUNITY INVESTMENT PROGRAM DISTRIBUTIONS OF $1,192,498. THESE INVESTMENTS WERE DISTRIBUTED AMONG MORE THAN 20 NON-PROFIT ORGANIZATIONS PROVIDING ESSENTIAL SERVICES TO THE GREENWICH COMMUNITY. THE LEVEL OF INVESTMENT IN EACH PROGRAM, WITH THE EXCEPTION OF THOSE FUNDS DIRECTED BY DONORS, IS RECOMMENDED BY LOCAL VOLUNTEERS TO THE GREENWICH UNITED WAY BOARD OF DIRECTORS. THESE VOLUNTEERS REVIEW INFORMATION ON THE COMMUNITY'S MOST PRESSING NEEDS, VISIT PROGRAM SITES, EXAMINE FUNDING APPLICATIONS AND FINANCIAL DOCUMENTATION. THE RECOMMENDED FUNDING LEVELS ARE THEN VOTED ON FOR APPROVAL BY THE BOARD OF DIRECTORS. AS A RESULT OF THIS PROCESS, THIS YEAR'S PROGRAM INVESTMENTS WERE DISTRIBUTED AS FOLLOWS: SERVICES THAT STRENGTHEN CHILDREN AND FAMILIES INCLUDE FULL DAY CHILDCARE, AFTER-SCHOOL CARE, MENTAL HEALTH COUNSELING, PARENTING ASSISTANCE AND SUPPORT AND OTHER DEVELOPMENTAL PROGRAMS FOR CHILDREN, $517,337. SERVICES THAT ASSIST INDIVIDUALS IN CRISIS INCLUDE FOOD FOR THE HUNGRY, SHELTER FOR THE HOMELESS, IMMEDIATE ASSISTANCE FOR PEOPLE (INCLUDING CHILDREN AND TEENS) DEALING WITH VIOLENCE OR ABUSE, MENTAL OR EMOTIONAL CRISIS, AND DISASTER RELIEF, $276,377. SERVICES THAT FOSTER SELF-SUFFICIENCY INCLUDE PROGRAMS AND SUPPORT FOR PEOPLE WITH MENTAL, DEVELOPMENTAL OR PHYSICAL CHALLENGES, JOB TRAINING AND SUPPORT, CLASSES IN ADULT LITERACY AND CONVERSATIONAL ENGLISH, FINANCIAL AND HOUSING ASSISTANCE AND COMPREHENSIVE SUPPORTS FOR UNDERREPRESENTED POPULATIONS, $290,043. SERVICES THAT SUPPORT OUR GROWING SENIOR POPULATION INCLUDE ADULT DAY CARE, SHOPPING AND CHORE ASSISTANCE, TRANSPORTATION, HOME MONITORING AND OTHER SERVICES THAT ENABLE SENIORS TO REMAIN IN THEIR HOMES AS ACTIVE MEMBERS OF THE COMMUNITY, $85,363. CORE SERVICES INCLUDE A 24 HOUR STATEWIDE INFORMATION AND REFERRAL PROGRAM AND SERVICES THAT RECRUIT, PLACE AND TRAIN VOLUNTEERS, $9,303. DONOR DESIGNATED FUNDS ARE THOSE CONTRIBUTIONS DIRECTED TO SPECIFIC AGENCIES OR PROGRAMS AT THE REQUEST OF THE CONTRIBUTOR. 100% OF DESIGNATED CONTRIBUTIONS ARE DISTRIBUTED BASED ON THE EXPRESSED INSTRUCTIONS OF THE DONORS, $14,075. |
| FORM 990, PAGE 2, PART III, LINE 4B: | THE UNITED WAY PLAYS A LEADERSHIP ROLE IN THE IDENTIFICATION AND DOCUMENTATION OF CRITICAL HUMAN SERVICE NEEDS WITHIN THE COMMUNITY. UNITED WAY REPORTS AND DOCUMENTS ARE SHARED WITH MUNICIPAL AGENCIES, OTHER FUNDERS, SERVICE PROVIDERS AND OTHER COMMUNITY ORGANIZATIONS. WHEN IT IS CLEAR THAT A COORDINATED COMMUNITY RESPONSE IS REQUIRED, THE UNITED WAY BRINGS OTHERS TO THE TABLE TO DEVELOP A PLAN, DETERMINE MEANINGFUL GOALS AND INITIATE ACTION. COMMUNITY PLANNING PROCESS INCLUDING GATHERING AND SHARING OF INFORMATION, CONVENING KEY PLAYERS, LEGISLATIVE ADVOCACY, STUDYING SPECIFIC ISSUES AND DISSEMINATING PUBLISHED REPORTS, ETC. AN AREA OF EMPHASIS OVER THE PAST YEAR HAS BEEN GATHERING INFORMATION AND OTHERWISE ENGAGING IN A PROCESS TO UPDATE THE UNITED WAY'S LATEST ASSESSMENT OF HUMAN SERVICE NEEDS AND STATE OF GREENWICH STATISTICAL PORTRAIT. THIS REPORT, THE ONLY COMPREHENSIVE DOCUMENTATION OF NEEDS IN THE COMMUNITY IS USED BY PUBLIC AND PRIVATE ORGANIZATIONS, FUNDERS, AND OTHERS WHO SEEK TO PLAY A MEANINGFUL ROLE IN ADDRESSING LOCAL NEEDS. FOR THE UNITED WAY, IT CREATES A ROADMAP FOR THE DISTRIBUTION OF FUNDS, USE OF VOLUNTEER AND STAFF RESOURCES, PUBLIC POLICY ADVOCACY, AND THE CREATION OF NEW INITIATIVES THAT ADDRESS DOCUMENTED SERVICE GAPS. THE LAST FULL REPORT WAS COMPLETED, PUBLISHED AND RELEASED TO THE COMMUNITY IN MAY OF 2016. NOW WORK HAS BEGUN TO ADDRESS THE ISSUES IDENTIFIED AS PRIORITIES IN THE REPORT. AGENCY RELATIONS AND COORDINATION OF SERVICES INCLUDES WORKING WITH AND CONVENING LOCAL AND REGIONAL SERVICE PROVIDERS IN EFFORTS TO ENHANCE COLLABORATION, STRENGTHEN AND SUPPORT INDIVIDUAL ORGANIZATIONS, AS WELL AS, THE WHOLE SYSTEM OF SERVICES. THE UNITED WAY ALSO REGULARLY PROVIDES GUIDANCE AND ASSISTANCE TO INDIVIDUAL AGENCIES, THEIR STAFF AND BOARD MEMBERS, ON ISSUES REGARDING STRATEGIC PLANNING, GOVERNANCE, MANAGEMENT, ETC. THE UNITED WAY'S COMMUNITY ANSWERS PROGRAM, A UNITED WAY CREATED, LOCAL VOLUNTEER DRIVEN, INFORMATION AND REFERRAL SERVICE. OVER THE COURSE OF A YEAR THOUSANDS OF QUESTIONS ARE ASKED BY LOCAL RESIDENTS BOTH ON THE PHONE AND THROUGH A SEARCHABLE ONLINE DATABASE OF LOCAL PROGRAMS, ORGANIZATIONS, SERVICES AND EVENTS. THE TOTAL EXPENSES RELATED TO COMMUNITY PLANNING, AGENCY RELATIONS, SERVICE COORDINATION AND THE PROVISION OF LOCAL INFORMATION AND REFERRAL SERVICES WAS $245,263. |
| FORM 990, PAGE 2, PART III, LINE 4C: | YOUTH SERVICES COORDINATION IS A PARTNERSHIP WITH THE STATE OF CONNECTICUT AND THE TOWN OF GREENWICH. THE COMMUNITY'S YOUTH SERVICES COORDINATOR IS HOUSED AT THE UNITED WAY AND HER WORK COORDINATING YOUTH SERVICES, ENGAGING TEENS IN SOLUTIONS, DEVELOPING COLLABORATIVE INITIATIVES, ETC. IS FUNDED THROUGH THIS THREE WAY PARTNERSHIP. IN ADDITION, THE YOUTH SERVICE COORDINATOR HAS WORKED IN PARTNERSHIP WITH MULTIPLE OTHER LOCAL AND REGIONAL ENTITIES, BRINGING SIGNIFICANT GRANT DOLLARS INTO THE COMMUNITY TO SUPPORT SPECIFIC YOUTH INITIATIVES, PARENT EMPOWERMENT PROGRAMS, A NEW READING ENHANCEMENT TUTORING PROGRAM, ETC. EMPHASIS OVER THE PAST YEAR WAS THE CONTINUED DEVELOPMENT OF A JUVENILE REVIEW BOARD IN PARTNERSHIP WITH THE GREENWICH POLICE DEPARTMENT AND SEVERAL LOCAL AGENCIES. THROUGH THIS PROGRAM, A JUVENILE ARRESTED FOR CERTAIN MISDEMEANORS MAY BE GIVEN A CHANCE TO MAKE AMENDS, HAVE ACCESS TO NECESSARY SUPPORTS AND WITH THE SUCCESSFUL COMPLETION OF A "TREATMENT" PLAN, HAVE THE OPPORTUNITY FOR THE LEGAL RECORD TO BE EXPUNGED. THE READING CHAMPIONS TUTORING/MENTORING PROGRAM SAW TREMENDOUS GROWTH OVER THE PAST YEAR. THIS PROGRAM BRINGS TUTORS, MANY OF THEM RETIRED TEACHERS, INTO THE SCHOOLS AND COMMUNITY CENTERS TO HELP UNDERPERFORMING CHILDREN IMPROVE THEIR READING SKILLS AND DEVELOP A LOVE OF READING. THE TARGETED GOAL OF THIS PROGRAM IS TO LEVEL THE PLAYING FIELD FOR STRUGGLING CHILDREN AND HELP ELIMINATE THE ACHIEVEMENT GAP. IN FIVE YEARS, THE PROGRAM GREW FROM SEVEN TUTORS WITH TWENTY-FOUR STUDENTS TO MORE THAN 125 VOLUNTEER TUTORS WITH WELL OVER 400 CHILDREN. THE POSITIVE DIFFERENCE THE PROGRAM IS MAKING ON THE ACHIEVEMENT OF INDIVIDUAL STUDENTS IS BEING DOCUMENTED BY READING SPECIALISTS IN THE GREENWICH PUBLIC SCHOOLS, WHO HAVE FOUND THAT THOSE WHO PARTICIPATE FOR ONE YEAR ARE GENERALLY NOT IN NEED OF CONTINUED ASSISTANCE IN THE SECOND YEAR. THE AGREEMENT WITH THE TOWN OF GREENWICH CONCERNING THE YOUTH SERVICES BUREAU/COORDINATOR OF YOUTH SERVICES CONCLUDED FEBRUARY 29, 2016. YOUTH PROGRAMS THAT WERE TRANSFERRED TO THE TOWN OF GREENWICH AT THE END OF THE AGREEMENT WERE: JUVENILE REVIEW BOARD, INTER AGENCY TEAM AND THE SELECTMAN'S YOUTH COMMISSION. THE UNITED WAY CONTINUES TO RUN AND OVERSEE THE READING CHAMPIONS PROGRAM, YOUTH PLANNING COUNCIL AND JR UNITED WAY. EARLY CHILDHOOD EDUCATION COORDINATION INCLUDES BRINGING EARLY CHILDHOOD EDUCATORS TOGETHER TO SHARE INFORMATION AND TRAINING OPPORTUNITIES. THIS PAST YEAR UNITED WAY OF GREENWICH CONTINUED A MAJOR PARTNERSHIP BETWEEN THE UNITED WAY AND THE GREENWICH PUBLIC SCHOOLS WORKING TOGETHER TO DEVELOP A STRATEGIC PLAN FOR IMPROVING EARLY CHILDHOOD EDUCATION, ENHANCING THE TRANSITION FROM PRE-SCHOOL TO KINDERGARTEN, ENGAGING UNDER REPRESENTED PARENTS IN THEIR CHILDREN'S EDUCATION, IMPROVING EDUCATIONAL OUTCOMES AND ELIMINATION OF THE ACHIEVEMENT GAP. UNITED WAY ALSO PROVIDES SCHOLARSHIPS FOR EARLY CHILDHOOD EDUCATORS, ENABLING THEM TO CONTINUE THEIR OWN PROFESSIONAL DEVELOPMENT AND SKILLS. THE TOTAL EXPENSES RELATED TO YOUTH SERVICE COORDINATION WAS $136,821. |
| FORM 990, PART VI, SECTION A, LINE 4 | THE BYLAWS WERE AMENDED IN NOVEMBER 2015. TWO MAJOR GOALS OF THE AMENDMENTS WERE TO: 1. DIVIDE THE ROLE OF VICE CHAIRMAN OF STEWARDSHIP INTO TWO ROLES: "VICE CHAIRMAN OF FINANCE" TO TAKE ON OVERSIGHT OF FINANCIAL MATTERS, AND "VICE CHAIRMAN OF STEWARDSHIP" TO RETAIN MATTERS SUCH AS GOVERNANCE, NOMINATING, AND HUMAN RESOURCES. 2. ELIMINATE THE OFFICER POSITION OF "VICE CHAIRMAN OF INFORMATION AND REFERRAL SERVICES" IN THE BYLAWS DUE TO THE COMMUNITY ANSWERS PROGRAM BECOMING FULLY INTEGRATED INTO GREENWICH UNITED WAY. FINALLY, REVISIONS WERE MADE TO THE BYLAWS TO REFLECT CURRENT PRACTICES AS FOLLOWS: 1. UPDATING DESCRIPTIONS OF CERTAIN COMMITTEE RESPONSIBILITIES AS ASSIGNED BY THE BOARD OF DIRECTORS 2. UPDATING DESCRIPTION OF THE TIMING OF FUNDING CYCLE AS DETERMINED BY THE BOARD OF DIRECTORS 3. REVISING OFFICERS' TITLES TO REFLECT EXPANDED FUNCTIONS AS DETERMINED BY THE BOARD OF DIRECTORS |
| FORM 990, PART VI, SECTION B, LINE 11 | THE 990 IS COMPLETED BY THROUGH A JOINT EFFORT BETWEEN MANAGEMENT AND THE INDEPENDENT AUDITING FIRM. UPON ITS COMPLETION, IT IS SHARED WITH THE AUDIT COMMITTEE WHO MAY ASK QUESTIONS, AND MAKE SUGGESTED IMPROVEMENTS. AFTER THE RETURN IS APPROVED BY THE AUDIT COMMITTEE, IT IS SHARED WITH THE ENTIRE GOVERNING BOARD OF DIRECTORS, PRIOR TO BEING FILED WITH THE IRS. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE UNITED WAY HAS A FORMAL CODE OF ETHICS AND CONFLICT OF INTEREST POLICY WHICH WAS DEVELOPED BY A BOARD COMMITTEE, ORIGINALLY ADOPTED IN 2004, REVISED AND APPROVED A SECOND TIME IN 2007. EVERY BOARD MEMBER AND MEMBER OF THE STAFF IS REQUIRED TO SIGN THE CODE OF ETHICS AND IDENTIFY ANY POTENTIAL CONFLICTS OF INTEREST EACH YEAR. THE SECRETARY OF THE BOARD IS CHARGED WITH REVIEWING AND ENSURING COMPLIANCE. THE CODE OF ETHICS/CONFLICT OF INTEREST POLICY DIRECTS ANYONE SUSPECTING BEHAVIOR THAT IS NOT IN COMPLIANCE WITH UNITED WAY'S POLICIES OR THAT PUTS THE ORGANIZATION'S INTEGRITY AT RISK TO REPORT THESE SUSPICIONS TO THE EXECUTIVE COMMITTEE OR A MEMBER OF THE EXECUTIVE COMMITTEE FOR FURTHER INVESTIGATION. GREENWICH UNITED WAY STAFF HAS A "WHISTLE BLOWER POLICY" AS STATED IN THE ORGANIZATION'S EMPLOYEE HANDBOOK. THE EXECUTIVE COMMITTEE IS CHARGED BY THE POLICY WITH ADDRESSING ANY SUSPECTED PROBLEMS OR ISSUES WITH REGARD TO THE POLICY. ALL REPORTED BREACHES WILL BE INVESTIGATED AND, IF NEEDED, APPROPRIATE ACTION TAKEN BASED UPON THE POLICIES OF THE ORGANIZATION. THE UNITED WAY OF GREENWICH AFFIRMS PROMPT AND FAIR RESOLUTION OF ALL REPORTED BREACHES. RETALIATION AGAINST A PERSON WHO SUSPECTS AND REPORTS A BREACH IN GOOD FAITH WILL BE TREATED AS AN INDEPENDENT BREACH OF THE CODE OF ETHICS. |
| FORM 990, PART VI, SECTION B, LINE 15A | 1. THE EXECUTIVE COMMITTEE HAS PRIMARY RESPONSIBILITY FOR EVALUATING THE PERFORMANCE OF THE CEO. THIS RESPONSIBILITY IS GENERALLY DELEGATED TO THE CHAIRMAN OF THE BOARD AND THE EXECUTIVE COMMITTEE. 2. THE EXECUTIVE COMMITTEE AND THE CEO AGREE ON THE FORMAT OF THE CEO EVALUATION. THE EVALUATION IS DISTRIBUTED TO ALL BOARD MEMBERS FOR INPUT AND COLLECTED BY THE SECRETARY OF THE BOARD. 3. CONCURRENT WITH THE BOARD MEMBERS COMPLETING THEIR EVALUATION FORMS, THE CEO COMPLETES A SELF-EVALUATION REVIEWING HIS OWN THOUGHTS WITH REGARD TO PROGRESS ACHIEVED ON MEETING GOALS AND OBJECTIVES SET THE PREVIOUS YEAR AND PROVIDING AN OVERALL REVIEW OF THE ORGANIZATION'S ACTIVITIES, SUCCESSES AND CHALLENGES. 4. THE SECRETARY OF THE BOARD COLLECTS ALL FORMS AND TABULATES/SYNTHESIZES COMMENTS INTO ONE DOCUMENT, INCLUDING ANY DATA RECEIVED FROM OTHER BOARD MEMBERS. THIS INCLUDES GOAL-SETTING. EXECUTIVE COMMITTEE MEETS TO DISCUSS AND FINALIZE PERFORMANCE EVALUATION. A COMPENSATION REVIEW IS CONDUCTED BY THE CHAIRMAN OF THE BOARD AND THE EXECUTIVE COMMITTEE WHO REVIEW THE CURRENT LEVEL OF COMPENSATION AND GATHER REPRESENTATIVE SAMPLES OF COMPENSATION LEVELS AND OTHER BENEFITS PROVIDED BY SIMILAR ORGANIZATIONS THROUGHOUT THE REGION. A COMPENSATION RECOMMENDATION IS THEN DISCUSSED AMONG THE EXECUTIVE COMMITTEE MEMBERS. THEY ALSO CONSULT WITH THE CHAIRMAN OF THE FINANCE COMMITTEE, AS NECESSARY, TO REVIEW ANY IMPLICATIONS OF THE COMPENSATION RECOMMENDATION ON THE OVERALL ORGANIZATION BUDGET. UPON COMPLETION OF THE REVIEW PROCESS, A FORMAL EVALUATION AND COMPENSATION SUMMARY IS PREPARED AND APPROVED. 5. THE CHAIRMAN OF THE BOARD AND OTHER MEMBERS OF THE EXECUTIVE COMMITTEE MEET WITH THE CEO TO PROVIDE FEEDBACK FROM THE PERFORMANCE EVALUATION, DELIVER COMPENSATION RECOMMENDATION AND COLLABORATE ON GOALS FOR NEXT YEAR. 6. FINAL VERSION OF GOALS FOR NEXT YEAR ARE DISTRIBUTED TO EXECUTIVE COMMITTEE AND CEO, AND THEN THEY ARE INCORPORATED INTO NEXT YEAR'S EVALUATION FORM. THE OVERALL RESULTS OF THE PERFORMANCE EVALUATION PROCESS ARE SHARED WITH THE FULL BOARD, AND MEMBERS ARE ENCOURAGED TO SPEAK DIRECTLY WITH THE CHAIRMAN IF THEY WISH ADDITIONAL DETAILS. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE UNITED WAY OF GREENWICH MAKES ITS FORM 990, ITS AUDITED FINANCIAL STATEMENTS AND ITS CODE OF ETHICS/CONFLICT OF INTEREST POLICY AVAILABLE FOR PUBLIC INSPECTION UPON REQUEST AND HAS THESE DOCUMENTS POSTED ON ITS WEBSITE. ADDITIONALLY, THE FINANCIAL STATEMENTS ARE CONDENSED INTO AN ANNUAL REPORT WHICH IS DISTRIBUTED TO THE GREATER COMMUNITY AS WELL AS POSTED ONLINE AT THE UNITED WAY'S WEBSITE. |
| FORM 990, PART XI, LINE 9: | PROVISION FOR UNCOLLECTIBLE PROMISES -69,678. |
| FORM 990, PART XII, LINE 2C: | THE UNITED WAY HAS AN AUDIT COMMITTEE WHICH IS SEPARATE FROM THE FINANCE COMMITTEE. THE MEMBERS OF WHICH SHALL INCLUDE THE VICE CHAIRMAN OF FINANCE AND AT LEAST THREE (3) DIRECTORS, A MAJORITY OF WHOM DO NOT CURRENTLY SERVE ON THE FINANCE COMMITTEE. THE CHAIRMAN OF THE AUDIT COMMITTEE SHALL BE APPOINTED BY THE BOARD CHAIRMAN. FINANCIAL STATEMENTS ARE AUDITED BY AN INDEPENDENT AUDITING FIRM. THE AUDIT COMMITTEE, MANAGEMENT, AND INDEPENDENT AUDITORS WORK TOGETHER ON REVIEWING THE FINANCIAL STATEMENTS AND RESOLVING ANY ISSUES THAT MAY ARISE IN THE COURSE OF THE AUDIT. UPON ITS COMPLETION AND THE APPROVAL OF THE AUDIT COMMITTEE, THE FINANCIAL STATEMENTS ARE SHARED WITH THE ENTIRE GOVERNING BOARD OF DIRECTORS WHO MAY ASK QUESTIONS AND THEN ULTIMATELY VOTE TO APPROVE THE FINANCIAL STATEMENTS. |
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