Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 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 |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 47,250,524 | 48,811,117 | 50,116,534 | 50,978,865 | 48,717,888 | 245,874,928 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 47,250,524 | 48,811,117 | 50,116,534 | 50,978,865 | 48,717,888 | 245,874,928 |
| 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).. | 398,223 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 245,476,705 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 47,250,524 | 48,811,117 | 50,116,534 | 50,978,865 | 48,717,888 | 245,874,928 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 88,018 | 84,961 | 102,221 | 167,809 | 186,718 | 629,727 |
| 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.).. | 176,350 | 727,623 | 253,252 | 203,275 | 1,360,500 | |
| 11 | Total support. Add lines 7 through 10 | 247,865,155 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) |
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| 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 2019 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-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2019. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| 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.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| GENERAL INFORMATION | UNITED WAY OF METROPOLITAN CHICAGO, INC. ("UWMC") IS AN ILLINOIS NON-PROFIT PHILANTHROPIC CORPORATION WHOSE MISSION IS TO IMPROVE LIVES IN THE METROPOLITAN CHICAGO AREA BY MOBILIZING CARING PEOPLE TO INVEST IN THE COMMUNITY WHERE THEIR RESOURCES ARE NEEDED MOST. UNITED WAY OF METRO CHICAGO FIGHTS FOR THE HEALTH, EDUCATION, FINANCIAL STABILITY AND SAFETY OF EVERY PERSON IN EVERY NEIGHBORHOOD ACROSS THE REGION. WE ADVANCE THE COMMON GOOD ON BOTH A REGIONAL AND NEIGHBORHOOD LEVEL BY FOCUSING ON THE BUILDING BLOCKS FOR THRIVING PEOPLE AND COMMUNITIES: ACCESS TO QUALITY HEALTH CARE, A GOOD EDUCATION, FINANCIAL STABILITY AND ENSURING BASIC NEEDS ARE MET. UNITED WAY'S NEIGHBORHOOD NETWORK INITIATIVE SUPPORTS AND COORDINATES INVESTMENT AND PROGRAMMING IN 10 CITY AND SUBURBAN COMMUNITIES TO ADDRESS COMMUNITY CHALLENGES AND IMPROVE THE LIVES OF RESIDENTS. OUR NEW IMPACT PLAN, STRONGER NEIGHBORHOODS FOR A STRONGER CHICAGO REGION SHIFTS OUR STRATEGY FROM WORKING WITH INDIVIDUALS IN SILOS TO WORKING WITH FAMILIES AS PART OF A NEIGHBORHOOD. UNITED WAY OF METRO CHICAGO HAS LONG WORKED TO ENSURE PEOPLE HAVE THE RESOURCES THEY NEED TO IMPROVE THEIR LIVES AND REACH THEIR HIGHEST POTENTIAL. THROUGH THAT WORK, UNITED WAY SAW THE OPPORTUNITY TO LEVERAGE ITS GREATEST ASSETS-FINANCIAL INVESTMENT, CONVENING AND COORDINATING POWER, AND TREMENDOUS PARTNERS AND VOLUNTEERS- ON BEHALF OF NOT JUST INDIVIDUAL AND FAMILY SUCCESS, BUT TO STRENGTHEN ENTIRE NEIGHBORHOODS. UNITED WAY OF METRO CHICAGO SUPPORTS 175 AGENCIES WORKING IN 60 COMMUNITIES FUNDING SERVICES AND STRATEGIES MOST NEEDED IN THOSE COMMUNITIES. HOWEVER, TO FURTHER ADDRESS THE COMPLEX CHALLENGES IN HIGH-NEED COMMUNITIES THROUGHOUT THE REGION, UNITED WAY OF METRO CHICAGO DEVELOPED THE UNITED WAY NEIGHBORHOOD NETWORK INITIATIVE. THE INITIATIVE UTILIZES A COLLECTIVE IMPACT MODEL TO WORK WITH COMMUNITY COALITIONS TO GUIDE STRATEGIES WITH PARTNERS, COORDINATE RESOURCES AND PROGRAMMING, AND COLLABORATE ON MEASUREMENT - ALL AIMING TOWARDS ACHIEVING A COMMON COMMUNITY GOAL. AS OF THIS REPORTING PERIOD, UNITED WAY OF METROPOLITAN CHICAGO IS WORKING IN TEN UNDER-RESOURCED COMMUNITIES IN THE CITY AND SUBURBS: AUBURN GRESHAM, AUSTIN, BRIGHTON PARK, BRONZEVILLE, CICERO, EVANSTON, LITTLE VILLAGE, ROBBINS/BLUE ISLAND, SOUTH CHICAGO AND WEST CHICAGO. EACH COMMUNITY IS IN A DIFFERENT STAGE OF IMPLEMENTATION BASED ON PLANNING AND ROLLOUT. HOWEVER, UNITED WAY STAFF WORK WITH, AND IN EACH NEIGHBORHOOD, IDENTIFYING A BOLD COMMUNITY GOAL TO TACKLE, ALIGNING RESOURCES AND STRATEGIES IN THE NEIGHBORHOOD TOWARD THAT GOAL AND BRINGING ADDITIONAL PARTNERS AND RESOURCES TO THE TABLE AS WELL AS ACCOUNTABILITY TO ACHIEVE RESULTS. UNITED WAY IS MEASURING EDUCATION, FINANCIAL STABILITY, HEALTH AND SAFETY METRICS IN ALL NEIGHBORHOOD NETWORK COMMUNITIES THROUGH A COMMON FRAMEWORK TO AGGREGATE RESULTS TOWARD GOALS AS WELL AS GENERAL COMMUNITY WELLNESS INDICATORS. |
| NUMBER OF VOLUNTEERS | FORM 990, PART I, LINE 6 BOARD/POLICY MAKING VOLUNTEERS - 109 ACTIVE CAMPAIGN LEADERS - 820 COMMUNITY IMPACT VOLUNTEERS - 4,186 TOTAL VOLUNTEERS - 5,115 |
| FORM 990, PART III - PROGRAM SERVICE, LINE 4B | (CONTINUED FROM PART III) ADDITIONALLY, UWMC ADDRESSES SAFETY NET ISSUES - BASIC NEEDS AND CRISIS SUPPORT - THROUGH AGENCY PARTNERS, WHO PROVIDE FOOD, SHELTER AND SAFETY FROM VIOLENCE. FOR THE YEAR ENDING JUNE 2018, UWMC HELPED CONNECT 101,829 INDIVIDUALS TO A PRIMARY CARE PHYSICIAN AND ANOTHER 78,364 INDIVIDUALS TO MENTAL HEALTH CARE. 3,832 INDIVIDUALS INCREASED THEIR INTAKE OF FRUITS AND VEGETABLES, AND 6,146 INDIVIDUALS INCREASED THE AMOUNT OF PHYSICAL ACTIVITY IN WHICH THEY ENGAGED. AS THE RECIPIENT OF A FEDERAL GRANT, UWMC HAS ASSISTED IN HEALTH INSURANCE ENROLLMENT FOR THE PAST FOUR YEARS. ASSISTERS PROVIDE FREE IN-PERSON HELP TO INDIVIDUALS IN FAMILIES TO ENROLL IN HEALTH COVERAGE IN THE PREVIOUS YEAR, PARTNER ORGANIZATIONS AND THEIR ASSISTERS HELPED FACILITATE 17,000 ENROLLMENTS. TOTAL EXPENSES: $4,995,942; TOTAL GRANTS: $4,008,205. SAFETY NET SERVICES FOR THE YEAR ENDING JUNE 2018, UWMC SERVED A TOTAL OF 952,443 PEOPLE, INCLUDING 23,214 PEOPLE WHO RECEIVED SAFETY SERVICES RELATED TO DOMESTIC ABUSE. TOTAL EXPENSES: $5,805,164; TOTAL GRANTS: $5,012,292. |
| FORM 990, PART III - PROGRAM SERVICE, LINE 4C | (CONTINUED FROM PART III) OUR WORK FOR THE YEAR ENDING JUNE 2018 ENSURED THAT 6,227 CHILDREN IMPROVED THEIR SCREENING SCORES FOR KINDERGARTEN READINESS, AND THAT 6,923 PREVIOUSLY STRUGGLING MIDDLE SCHOOL STUDENTS WERE PROMOTED TO THE NEXT GRADE LEVEL ON TRACK FOR GRADUATION. TOTAL EXPENSES: $4,498,697; TOTAL GRANTS: $3,917,851. OTHER PROGRAM SERVICES FORM 990, PART III, LINE 4D FINANCIAL STABILITY-INCOME SECURING THE FINANCIAL STABILITY OF MORE HOUSEHOLDS IS ONE OF THE KEY STRATEGIES TOWARD UWMC'S EFFORTS TO IMPROVE LIVES IN GREATER CHICAGO. EMPLOYMENT, FINANCIAL LITERACY, AND INCOME SUPPORTS ARE THE THREE PILLARS OF THIS WORK. FOR THE YEAR ENDING JUNE 30, 2018, UWMC'S PROGRAMS PLACED 5,739 PEOPLE IN JOBS. ADDITIONALLY, 7,550 INDIVIDUALS GAINED FINANCIAL KNOWLEDGE THROUGH PROGRAMS AND CLASSES. 6,315 PEOPLE IMPROVED THEIR FINANCIAL POSITION, MOVING TOWARDS GREATER FINANCIAL STABILITY. TOTAL EXPENSES: $3,569,230; TOTAL GRANTS: $3,108,958. NEIGHBORHOOD NETWORKS TO ADDRESS THE COMPLEX CHALLENGES IN HIGH NEED COMMUNITIES THROUGHOUT THE REGION, UNITED WAY OF METROPOLITAN CHICAGO DEVELOPED THE UNITED WAY NEIGHBORHOOD NETWORK INITIATIVE. TOTAL EXPENSES: $5,750,477; TOTAL GRANTS: $4,113,611. IN ADDITION TO GRANTS TO NEIGHBORHOOD AGENCIES WHO PROVIDE DIRECT, COORDINATED SERVICES THROUGH THE NEIGHBORHOOD NETWORK MODEL, UNITED WAY OF METROPOLITAN CHICAGO PROVIDES THE NEIGHBORHOOD NETWORKS WITH TECHNICAL ASSISTANCE FOR PLANNING, COORDINATION, CAPACITY BUILDING AND MEASUREMENT GATHERING AND ANALYSIS. THE NEIGHBORHOOD NETWORK MODEL WAS RECOGNIZED AS A PROMISING MODEL OF COORDINATED NEIGHBORHOOD RESPONSES BY THE BOSTON CONSULTING GROUP, WHICH RELEASED A WHITE PAPER ON THE ISSUES CHICAGO FACES AND HOW TO SPECIFICALLY ADDRESS THE NEIGHBORHOOD ISSUES. IN THEIR REPORT, THE FOUR IMPERATIVES FOR BOOSTING WELL-BEING IN CHICAGO, THE REPORT STATES THAT COMMUNITY INTERVENTIONS SHOULD: -FUND BEYOND SPECIFIC PROGRAMS AND CREATE INTEGRATED PROGRAMS -BUILD SUSTAINABLE SYSTEMS -GO BEYOND INDIVIDUAL OUTCOMES AND FOCUS ON LARGE POPULATION GROUPS -FOCUS ON METRICS AND CONVEY MEASURABLE PROGRESS AT UNITED WAY OF METRO CHICAGO, WE LEVERAGE THE FOLLOWING THEORY OF CHANGE IN OUR INVESTMENT STRATEGIES: -COMMUNITY LEADERS AND RESIDENTS DEVELOP A SHARED SOLUTION -THE COMMUNITY MUST ADOPT A COORDINATED APPROACH THAT SUPPORTS INCREASED ACCESS TO SERVICES AND OPPORTUNITIES FOR RESIDENTS -THE APPROACH MUST LEVERAGE VARIED STAKEHOLDERS TO CONTRIBUTE TO DRIVING THE SOLUTION -ALL STAKEHOLDERS MUST ADOPT A SHARED MEASUREMENT SYSTEM THAT MEASURES PROGRESS AND REINFORCES ALIGNMENT UWMC HAS 10 FULLY OPERATIONAL NEIGHBORHOOD NETWORKS WITH: -AN ON THE GROUND NETWORK COORDINATOR -DEDICATED UNITED WAY STAFF FOR TECHNICAL ASSISTANCE -BOLD GOALS -TWO YEARS OF OPERATING PLANS -THREE-YEAR STRATEGIC PLANS -COMMITTED FUNDING FOR CAPACITY BUILDING AND TRAININGS -A MEASUREMENT FRAMEWORK AND PERFORMANCE METRICS EACH OF THE 10 NEIGHBORHOODS NETWORKS SET AGGRESSIVE BOLD GOALS: -BRIGHTON PARK: INCREASE HIGH SCHOOL GRADUATION RATE FROM 78% TO 90% AT KELLY HIGH SCHOOL -WEST CHICAGO: BY 2025, 90% OF K-8 STUDENTS WILL MEET PROJECTED IMPROVEMENTS IN READING AND MATH AND THE OBESITY RATE AMONG YOUTH WILL DECREASE BY 6% -EVANSTON: INCREASE OVERALL KINDERGARTEN READINESS FROM 54% TO 85% BY 2025 WHILE SIGNIFICANTLY INCREASING PARITY FOR AFRICAN AMERICAN AND LATINO CHILDREN -AUSTIN: ENSURE 3,900 CHILDREN HAVE ACCESS TO QUALITY EARLY LEARNING PROGRAMS BY 2025. LIFT 2,775 FAMILIES WITH YOUNG CHILDREN OUT OF POVERTY BY 2025 -LITTLE VILLAGE: INCREASE THE PERCENTAGE OF HEALTHY WEIGHT CHILDREN FROM 51% TO 60% BY 2020 -CICERO: BY 2027, 10,000 CICERO CHILDREN WILL SUCCESSFULLY MEET DEVELOPMENTAL AND ACADEMIC BENCHMARKS -AUBURN-GRESHAM: 80% OF 3RD GRADE STUDENTS READ AT OR ABOVE GRADE LEVEL BY 2027 -BLUE ISLAND ROBBINS: REDUCE FOOD INSECURITY FOR 15% OF FAMILIES SERVED BY THE BLUE ISLAND-ROBBINS NEIGHBORHOOD NETWORK BY 2027 -BRONZEVILLE: CONNECT 5000 GREATER BRONZEVILLE RESIDENTS AGES 16-55 WITH HOUSEHOLD SUSTAINING JOBS BY 2027 -SOUTH CHICAGO: REDUCE TRAUMA-RELATED CRIMES INVOLVING YOUTH BY 5% BY 2027 THE PROCESS FOR DRIVING COMMUNITY CHANGE HAS 3 PHASES: -PHASE 1: CONNECTING STAKEHOLDERS, CREATING ALIGNMENT, & DEVELOPING EFFICIENCIES -PHASE 2: BUILDING NEIGHBORHOOD SYSTEMS -PHASE 3: DRIVING RESULTS TOWARDS POPULATION CHANGE THE NEIGHBORHOOD NETWORKS WERE LAUNCHED IN 3 SUCCESSIVE COHORTS: CREATING EFFICIENCIES: THIS COHORT MADE UP OF BRONZEVILLE, BLUE ISLAND/ROBBINS, AUBURN-GRESHAM AND SOUTH CHICAGO ARE NEW COALITIONS IN THEIR FIRST YEAR OF IMPLEMENTATION AND HAVE COMPLETED THE PLANNING PHASE WHICH DRIVES ALIGNMENTS AND EFFICIENCIES BY: -DEVELOPING A COMMITTEE STRUCTURE -COMPLETING A STRATEGIC AND OPERATIONAL PLAN -ESTABLISHING DIVERSE ORGANIZATIONAL PARTNERSHIPS FOR THE FIRST TIME RESIDENTS HAVE A COORDINATED PLAN, SHARED METRICS AND RESOURCES AND THEIR PROGRAMS FOCUS ON: -WORKFORCE DEVELOPMENT -FOOD SECURITY -ELEMENTARY SCHOOL READING -RESILIENCE AGAINST TRAUMA THESE COALITIONS HAVE ACHIEVED THE FOLLOWING OUTCOMES: -1,644 BEHAVIORAL AND MENTAL HEALTH SESSIONS PROVIDED -1,988 RESIDENTS PLACED IN JOBS -314 CLIENTS SERVED BY FINANCIAL STABILITY PROGRAMS -78 MIDDLE SCHOOL STUDENTS PROMOTED TO THE NEXT GRADE ON TIME BUILDING SYSTEMS: THIS COHORT MADE UP OF EVANSTON, CICERO, LITTLE VILLAGE AND AUSTIN IS IN ITS THIRD AND FOURTH YEARS OF IMPLEMENTATION AND THEY ARE FOCUSING ON BUILDING CAPACITY FOR LONG-TERM SYSTEM CHANGE. THEY HAVE IDENTIFIED THEIR POPULATION CHANGE WITH FORMAL PLANS WITH SHARED METRICS AND RESOURCES AND A FORMALIZED COMMUNICATION AND COMMITTEE STRUCTURE; THEY ARE ROLLING OUT THE FOLLOWING PROGRAMS: -PARENT MENTORS AND PARENT TRAINING WORKSHOPS -HEALTH PROMOTERS -HIGH-QUALITY EARLY LEARNING PROVIDERS -EQUITY TRAINING -WORKFORCE DEVELOPMENT THESE COALITIONS HAVE ACHIEVED THE FOLLOWING OUTCOMES: -6,721 PEOPLE CONNECTED TO A HEALTH PROVIDER/PRIMARY CARE PHYSICIAN -4,785 INDIVIDUALS RECEIVED MENTAL AND BEHAVIORAL HEALTH SERVICES -486 MIDDLE SCHOOL STUDENTS PROMOTED TO THE NEXT GRADE ON TIME -156 INFANTS/TODDLERS SHOWING GROWTH ACROSS DEVELOPMENTAL DOMAINS -191 INDIVIDUALS IMPROVING FINANCIAL POSITION DRIVING POPULATION CHANGE: THIS COHORT MADE UP OF WEST CHICAGO AND BRIGHTON PARK ARE IN THEIR FOURTH AND FIFTH YEAR OF IMPLEMENTATION RESPECTIVELY, AND ARE EXPERIENCING SIGNIFICANT MEASURABLE RESULTS. THE FIRST NEIGHBORHOOD NETWORK, BRIGHTON PARK, WAS LAUNCHED IN MARCH 2013 AND HAS DELIVERED SIGNIFICANT RESULTS ACROSS ALL DIMENSIONS INCLUDING IN THE BOLD GOAL OF IMPROVING THE PERCENTAGE OF YOUNG PEOPLE WHO GRADUATE FROM HIGH SCHOOL: -FRESHMEN ON TRACK AT THE NEIGHBORHOOD HIGH SCHOOL HAS GROWN BY 8.6 PERCENTAGE POINTS FROM 73.2% IN 2015 TO 81.8% IN 2018; AND THE GRADUATION RATE AT THE LOCAL HIGH SCHOOL HAS INCREASED BY 12.9% FROM 64.9% IN 2012 TO 78.0% IN 2018. THE FOLLOWING TACTICS AND INTERVENTIONS HAVE CONTRIBUTED TO THE RESULTS: -54 PARENT MENTORS ARE ENGAGED IN MIDDLE SCHOOLS THAT FEED THE LOCAL HIGH SCHOOL -1,322 STUDENTS PARTICIPATED IN AFTER SCHOOL PROGRAMS -$1,294,250 IN TAX REFUNDS WERE GENERATED FOR LOW-INCOME FAMILIES -483 INDIVIDUALS WERE NEWLY ENROLLED IN HEALTH INSURANCE BENEFITS -9,749 BEHAVIORAL AND MENTAL HEALTH SESSIONS WERE PROVIDED THE SECOND NEIGHBORHOOD NETWORK, WEST CHICAGO WAS LAUNCHED IN AUGUST 2014 AND THE FOLLOWING RESULTS HAVE BEEN ACHIEVED TO DATE: -ON-TRACK READING/MATH GROWTH RATES HAVE MOVED 6 POINTS FROM 46%-52% AND THE COMMUNITY IS ADDRESSING OBESITY RATES BY DISTRIBUTING HEALTHY FOOD AND INCORPORATING MOVEMENT INTO THEIR SCHOOL PROGRAMS. THE FOLLOWING TACTICS AND INTERVENTIONS HAVE CONTRIBUTED TO THE RESULTS: -100% OF THE 46 STUDENTS SERVED IN AFTER SCHOOL PROGRAMS WERE PROMOTED TO THE NEXT GRADE ON TIME. -4.5 MENTAL HEALTH CLINICIANS SERVED CLIENTS THROUGHOUT THE WEST CHICAGO NEIGHBORHOOD NETWORK, WITH 83% OF CLIENTS CLOSING CASES COMPLETING AT LEAST ONE TREATMENT GOAL. -1,294 PEOPLE WERE CONNECTED TO A HEALTH PROVIDER/PRIMARY CARE PHYSICIAN -THE MIDDLE SCHOOL PANTRY CONTINUES TO SERVE NEW FAMILIES, WITH APPROXIMATELY 111 HOUSEHOLDS SERVED EACH MONTH. -VOLUNTEER TAX ASSISTANCE PROVIDED IN THE COMMUNITY GENERATED $912,939 IN STATE AND FEDERAL REFUNDS FOR LOW-INCOME FAMILIES. |
| EXECUTIVE COMMITTEE | FORM 990, PART VI, LINE 1A THE EXECUTIVE COMMITTEE CONSISTS OF NOT LESS THAN FIVE MEMBERS OF THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE MEETS BETWEEN BOARD MEETINGS WHERE THE COMMITTEE EXERCISES THE POWERS OF THE BOARD OF DIRECTORS. ALL SUCH ACTIONS BY THE EXECUTIVE COMMITTEE ARE REPORTED TO THE BOARD OF DIRECTORS AT THE NEXT MEETING OF THE BOARD. FORM 990 REVIEW PROCESS FORM 990, PART VI, LINE 11B THE FORM 990 WAS PREPARED BY A NATIONAL INDEPENDENT ACCOUNTING FIRM IN CONJUNCTION WITH THE ORGANIZATION'S INTERNAL FINANCE DEPARTMENT. A REVIEW OF THE FORM 990 WAS CONDUCTED BY THE AUDIT COMMITTEE OF THE BOARD OF DIRECTORS PRIOR TO THE FILING. FOLLOWING THE REVIEW AND APPROVAL OF THE AUDIT COMMITTEE, THE FORM 990 WAS PROVIDED BY EMAIL TO EACH OF THE OTHER VOTING MEMBERS OF THE BOARD OF DIRECTORS PRIOR TO THE FILING. |
| WRITTEN CONFLICT OF INTEREST POLICY | FORM 990, PART VI, LINE 12C THE ORGANIZATION HAS A FORMALIZED BUSINESS ETHICS POLICY, APPLICABLE TO ALL EMPLOYEES, DIRECTORS OF UWMC, VOLUNTEER COMMITTEE MEMBERS, THEIR SPOUSES AND CLOSE FAMILY MEMBERS. THE AFOREMENTIONED INDIVIDUALS ARE REQUIRED TO COMPLETE AN ANNUAL COMPLIANCE QUESTIONNAIRE DISCLOSING CLOSE RELATIONSHIPS BETWEEN THE INDIVIDUAL AND THIRD PARTIES WHO MAY HAVE A RELATIONSHIP TO THE ORGANIZATION. THE RESULTS OF THE QUESTIONNAIRE ARE REPORTED TO THE AUDIT COMMITTEE ANNUALLY. THE POLICY COVERS COMPLIANCE WITH LAWS, POLICIES, RULES AND REGULATIONS; CONFLICTS OF INTEREST; BRIBES AND KICKBACKS; MISAPPROPRIATION OR DISREGARD OF DONOR, EMPLOYEE, OR VOLUNTEER DATA; ACCOUNTING PRACTICES; PROVIDING OR RECEIVING GIFTS, ENTERTAINMENT OR PRIZES AND POLITICAL ACTIVITY IN CONNECTION WITH UWMC OTHER THAN PUBLIC POLICY ADVOCACY. THE POLICY PROHIBITS PARTICIPATION IN OUTSIDE BUSINESS VENTURES FOR FINANCIAL GAIN WHICH CONFLICTS WITH THE ORGANIZATION'S ACTIVITIES. THE ORGANIZATION ALSO HAS A WHISTLEBLOWER POLICY COVERING ALL EMPLOYEES, DIRECTORS OF UWMC, VOLUNTEER COMMITTEE MEMBERS, DONORS AND FUNDED AGENCIES. INDIVIDUALS MAY MAKE ANONYMOUS REPORTS TO A THIRD-PARTY PROVIDER, WHICH WILL BE INVESTIGATED BY THE STAFF ETHICS OFFICER, PRESIDENT & CEO, AND/OR CHIEF OPERATING OFFICER AS APPROPRIATE. RETALIATION OF ANY KIND IS EXPRESSLY PROHIBITED BY THE ORGANIZATION. |
| PROCESS FOR DETERMINING COMPENSATION | FORM 990, PART VI, LINES 15A AND 15B THE COMPENSATION AND HUMAN RESOURCES COMMITTEE OF THE BOARD OF DIRECTORS ("CHRC") REVIEWS THE PERFORMANCE AND COMPENSATION OF THE PRESIDENT AND CEO, AND OTHER SENIOR MANAGEMENT. THE CHRC CONSIDERS INFORMATION FROM (1) UNITED WAY WORLDWIDE SALARY DATA FOR EQUIVALENT POSITIONS AT OTHER SIMILAR UNITED WAY ORGANIZATIONS IN TERMS OF MARKET SIZE AND REVENUE SIZE AND (2) CHICAGO MARKET DATA FOR OTHER COMPARABLE HUMAN SERVICE ORGANIZATIONS. DELIBERATIONS AND DECISIONS OF THE CHRC ARE CONTEMPORANEOUSLY DOCUMENTED IN MEETING MINUTES. PERFORMANCE EVALUATIONS ARE COMPLETED FOR ALL EMPLOYEES, INCLUDING THE PRESIDENT & CEO AS WELL AS SENIOR MANAGEMENT AT THE CONCLUSION OF EACH FISCAL YEAR. THE CHAIRPERSON OF THE BOARD OF DIRECTORS SEMIANNUALLY SOLICITS INPUT FROM BOARD MEMBERS ON THE PRESIDENT & CEO'S PERFORMANCE. THE PERFORMANCE REVIEW IS PROVIDED TO THE CHRC FOR ITS APPROVAL AND FOR REPORTING TO THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS. ONCE REVIEWED BY THE EXECUTIVE COMMITTEE, ANY ACTION OF THE EXECUTIVE COMMITTEE IS REPORTED TO THE BOARD OF DIRECTORS AT ITS NEXT MEETING. THIS REVIEW OF THE PRESIDENT & CEO'S PERFORMANCE AND SALARY WAS MOST RECENTLY PERFORMED FOR THE FISCAL YEAR ENDED JUNE 30, 2018. |
| HOW FORMS ARE MADE AVAILABLE TO THE PUBLIC | FORM 990, PART VI, LINE 18 UWMC'S FORM 1023, APPLICATION FOR RECOGNITION OF EXEMPTION, IS AVAILABLE ON UWMC'S WEBSITE AT WWW.UW-MC.ORG. UWMC MAKES ITS FORM 990 AVAILABLE UPON REQUEST. |
| HOW DOCUMENTS ARE MADE AVAILABLE TO THE PUBLIC | FORM 990, PART VI, LINE 19 UWMC MAKES ITS GOVERNING DOCUMENTS, THE BYLAWS AND ARTICLES OF INCORPORATION, THE MOST RECENT AUDITED FINANCIAL STATEMENTS AND A LINK TO ETHICSPOINT AVAILABLE ON THE UWMC WEBSITE (WWW.UW-MC.ORG). |
| FUNCTIONAL EXPENSES | FORM 990, PART IX UWMC CALCULATES ITS 2017 TAX YEAR (FISCAL YEAR ENDED JUNE 30, 2018) OVERHEAD RATE USING THE SUM OF MANAGEMENT AND GENERAL TOTAL EXPENSES AND FUNDRAISING TOTAL EXPENSES REPORTED IN PART IX (STATEMENT OF FUNCTIONAL EXPENSES) DIVIDED BY THE TOTAL REVENUE REPORTED IN PART VIII, LINE 12, OF COLUMN A. THIS UWMC OVERHEAD RATE FOR 2017 IS 15.7%. TOTAL EXPENSES INCURRED BY UWMC REFLECT THE PRIMARY ROLE OF STAFF KNOWLEDGE IN FUNDRAISING, COMMUNITY ENGAGEMENT, VOLUNTEERISM, ADVOCACY, AND COALITION BUILDING NECESSARY FOR AN ORGANIZATION THAT LEVERAGES EXPERTISE, CONNECTIONS, AND RESOURCES TOWARD SOLVING COMMUNITY PROBLEMS AND IMPROVING LIVES ON A LARGE SCALE. |
| OTHER CHANGES IN NET ASSETS | FORM 990, PART XI, LINE 9 PENSION RELATED 226,002 DESIGNATION FEES ($90,869) CHANGE IN VALUE OF SPLIT-INTEREST AGREEMENT $62,919 ------------- TOTAL $198,052 ============= |
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