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.") .. | 34,333,572 | 34,331,406 | 29,230,379 | 25,062,562 | 26,921,801 | 149,879,720 |
| 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 | 34,333,572 | 34,331,406 | 29,230,379 | 25,062,562 | 26,921,801 | 149,879,720 |
| 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. | 149,879,720 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 34,333,572 | 34,331,406 | 29,230,379 | 25,062,562 | 26,921,801 | 149,879,720 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 333,538 | 359,248 | 493,645 | 336,221 | 260,342 | 1,782,994 |
| 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 | 151,662,714 | |||||
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) |
||||
| 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 |
|---|
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART I, LINE 5: NUMBER OF EMPLOYEES: | UWCM HAS A VARIETY OF EMPLOYEES WORKING DURING THE YEAR. ALONG WITH A FULL TIME STAFF, UWCM EMPLOYS PART YEAR, FULL TIME LOANED EXECUTIVES TO FACILITATE MANY OF THE WORKPLACE CAMPAIGNS. THESE STAFF MEMBERS ARE ACTIVELY WORKING DURING THE CAMPAIGN - GENERALLY SEPTEMBER THROUGH DECEMBER. SOME OF OUR LOANED EXECUTIVES RETURN EACH YEAR. 33 SEASONAL AND TERMINATED EMPLOYEES 103 ACTIVE EMPLOYEES 136 TOTAL NUMBER OF W-2S ISSUED |
| FORM 990, PART III, LINE 4A (Continued): | Grant Reporting and Accountability United Way requires all grantees to sign an agreement in which the recipient is held responsible for specified deliverables. United Way staff provides periodic reports to the RUN Boards and Board of Directors to demonstrate that funds are used, programmatically and fiscally, by the grantees as intended. Community Operating Grants, Neighbors United Grants and Directed Grants are granted for the fiscal year and have narrative and fiscal reporting requirements, twice annually for Community Operating Grants and Neighbors United Grants, and quarterly for Directed Grants. United Way also conducts site visits to Directed Grant recipients. The majority of Programmatic Grants are required to report quarterly; however, a few do not run on the fiscal year schedule due to funding sources and programmatic timelines. Organizations Emergency Relief Grants and COVID-19 Community Fund Grants are required to submit one report at the end of the grant period. United Way and RUN Board members monitor reports to ensure compliance with grant agreements and ensure that funds are being spent down accordingly. Grants must be expended by the end of the grant period. Continued funding can be suspended for non-compliance. Donor Designated - In addition to the grants outlined above, more than 2,300 nonprofit organizations receive grant funding through private and public-sector designated gifts through the United Way's annual campaign. United Way acts as a pass-through facilitator for this funding and does not establish eligibility criteria for these funds, nor does it monitor spending or require reporting from organizations receiving these funds. UNITED WAY'S DIRECT SERVICE PROGRAMS United Way continues to develop, strengthen and expand proactive initiatives that provide innovative solutions aimed at strengthening individuals and families. During FY2020, United Way and its partners served over 129,000 people from diverse backgrounds through its Community Operating Grants, Direct Grants and other direct service activities. While each distinct agency program reports to United Way on unduplicated clients served, the total count of clients served by all programs combined does not necessarily represent unduplicated clients, as a client may receive services from more than one distinct agency. Based on clients that self-reported, the gender distribution was approximately 60% female and 40% male. The racial distribution was approximately 44% African American, 36% White, 6% Asian, 3% Mixed Race, <1% American Indian, <1% Native Hawaiian/other Pacific Islander, and 11% other. Approximately 15% of the population identified as Hispanic/Latino. - Program Overviews and Results: United Way uses a nationally recognized model to prevent family homelessness in targeted neighborhoods and to rapidly rehouse others who have already become homeless. Case managers work with families to build financial security and self-sufficiency and reduce student mobility for the families' school-age children. United Way housing programs span 15 locations across all six Central Maryland jurisdictions. For the majority of these sites, United Way provides programmatic grants to community-based non-profit partners to directly implement the programs. United Way provides ongoing professional development and monitors program success through reporting, site visits and data analysis. - Since May 2012 through June 2020, of the 2,600 families that have enrolled in our Housing programs, 2,552 families (98.2%) have avoided eviction or the shelter system; of 3,490 school-age children, 3,471 (99.5%) have avoided a disruptive school move. Employment Programs provide people with opportunities to obtain or improve employment and income, through job readiness training, employment skills training, and career mentoring. Over the course of FY20: - 342 people gained or improved employment as a result of employment services received. Based on a majority of clients that reported, their average hourly wage was $11.31. United Way's funded Food Programs provide groceries, nutritious meals, fruits and vegetables, and lean, healthy protein to individuals, families and neighborhoods that traditionally have little or no access to healthy food. In response to the pandemic crisis, we included delivery of these healthy foods to our homebound neighbors. Over the course of FY20, the work of United Way and its funded partners resulted in the following: - 4,000 pounds of bronzini fish were raised, which provided 4,772 fish fillets distributed at a Pantry on the Go event sponsored by McCormick in Essex. We also distributed 180 fillets to a MOMs cooking class and 840 fillets to a community school food pantry grand re-opening event at Morrell Park Elementary Middle School. Our partners at Moveable Feast served another 840 fish fillets at community dinners. - 103 pounds of squash were harvested, and 15,000 pounds of squash were distributed, which provided farm fresh produce to 3,000 families. - Two weekly mobile farmers market stops provided farm fresh produce to 151 families living in healthy food priority neighborhoods. - 224 families attended United Way Family Stability cooking classes where we served a total of 431 meals. - Cooking demonstrations were held at 6 farmers markets. 574 people were provided information about healthy eating and 525 samples of healthy food were shared with participants. - 9,886 pounds of food were distributed monthly in a healthy food priority neighborhood serving 381 families. - 632 tasters and 155 meals were served to children learning how to cook healthfully at an after school program attended by 1,080 kids and 18 adults. - 47 meals and 26 bags of groceries were provided to a mom's healthy cooking class that served 24 adults and 22 children. - 115 professionally catered meals were donated to serve 29 families. - 10,688 meals were delivered to 569 families who were homebound due to the pandemic. - 18,516 meals were served at local employment centers and shelters Emergency and Disaster Services provide supportive services to individuals and families in immediate crisis, often as a result of a natural disaster. Over the course of FY20, through United Way grants to partners: - 1,001 disaster clients were provided with emergency financial assistance to meet basic needs such as food, clothing, shelter, community referrals and mental health supports. - 212 clients facing economic crisis, hunger or food insecurity received emergency financial and food assistance. On February 28 and March 1, 2019, United Way held its 3rd Baltimore Mission of Mercy Dental Clinic. The Baltimore Mission of Mercy is a free dental clinic offering preventative (cleanings, hygiene) and urgent care (fillings, extractions) services to people who lack access to basic dental care. Highlights from the 2019 event include: - $612,340 in dental services provided - A 6:1 ratio of return on investment - 699 patient treatments - 614 volunteers - 1,742 procedures completed - 73 veterans served - 112 patients who were literally homeless The Baltimore Mission of Mercy was slated for March 2020 but was cancelled due to COVID. In addition, based on the success of Project Homeless Connect (PHC) in Baltimore City, United Way and its partners in Harford County launched the first PHC-Harford County event in January of 2016. The 5th annual PHC in Harford County was held in January 2020 at Harford County Community College. This location allows the event to provide expansive dental and vision services, in addition to hosting the 50+ services that are normally offered. In total, 450 adult guests were served by 65 on-site service providers and supported by 223 volunteers who helped ensure that clients received the services they needed. Services received included dental services to 145 individuals, and vision services to 142 individuals, including 106 pairs of prescription glasses. In addition, 195 birth certificates were printed on site, and 46 clients filed for criminal record expungements. |
| FORM 990, PART III, LINE 4A (Continued): | United Way coordinates a Veterans Treatment Court (VTC)in partnership with both the Baltimore City and Anne Arundel County District Courts. The VTC is a court supervised, comprehensive and voluntary treatment-based program for justice-involved Veterans charged with misdemeanors in the District Court. Veterans charged with these offenses who have had prior military service, whether eligible for Veterans Affairs (VA) benefits or not, are eligible for the VTC. In recognition of the toll on Veterans that accompanies military service, the mission of the VTC is to serve the community and increase public safety by integrating and incorporating a coordinated treatment response for justice-involved Veterans with substance use and/or mental health issues with the goal of returning productive, law-abiding citizens to the community and thereby reducing recidivism and criminal justice costs. The transition from active duty to civilian life can be overwhelmingly difficult for veterans to navigate. The most common struggles they face relate to employment, finances, legal matters, substance use, mental health, relationships, and homelessness. VTC brings together an array of service providers that connect Veterans to the programs, benefits, and services they have earned. The Veteran is also matched with a Veteran mentor who will support the Veteran as he/she progresses in the program. The VTC allows Veterans to move toward self-sufficiency by removing numerous barriers, including minor legal issues. A total of 95 Veterans were served through the two VTCs in FY20. The Docket for Homeless Persons (DHP) is a specialized court docket within Baltimore City's District Court for individuals experiencing homelessness who have been accused of nonviolent misdemeanors (no civilian victims) or who currently have outstanding warrants for misdemeanors and traffic offenses. Any person experiencing homelessness on the street, in a shelter or residing in a multiple family/person living situation is eligible for the DHP. DHP is a unique partnership between the City's legal system and local nonprofits who work with people experiencing homelessness to help them receive supportive services as an alternative to criminal penalties. The goal of the DHP is to help these individuals attain self-sufficiency by moving past minor legal issues that prevent them from obtaining housing and jobs. 25 people experiencing homelessness received support through DHP in FY20. In 21 of the 25 cases resolved (84%) clients completed their requirements and avoided conviction. United Way of Central Maryland (UWCM) launched its education program, On Track 4 SuccessTM (OT4S), in September 2016. OT4S is an innovative data-driven approach that is working to ensure underserved students have the resources they need to get and stay on-track for school success through the crucial middle school years and into the transitional 9th grade year. Supported by Johns Hopkins University's School of Education (JHU) and based on their early warning high school dropout prevention model, OT4S utilizes student data to examine proven predictors of dropping out: poor attendance, behavior, and course performance (ABC's). When a student falls behind in any of these areas, a cross-disciplinary team of school staff, including a United Way social worker and site manager, meet to discuss the student's unique situation and determine appropriate interventions. In FY 2020 UWCM partnered with two school districts in Central Maryland and implemented the program in five schools: Baltimore City Public Schools (Maree G. Farring Elementary/Middle School, grades 4-8; Curtis Bay Elementary/Middle School, grades 4-8; and Ben Franklin High School, grade 9) and Anne Arundel County Public Schools (Meade Middle School, grades 6-8; and Meade High School, grade 9). Highlighted results follow: - Over 2,200 students were served by the OT4S program during the 2019-20 school year at the five partner schools. - Service included class-wide prevention strategies to keep students on-track for school success, as well as hundreds of targeted interventions for those who fell off-track. - Interventions were tailored to the needs in each school and included: Maree G. Farring's "Fierce Falcons Club" rewarding and incentivizing student achievement across the "ABC" data points; Ben Franklin High's Student Success Plans, which encouraged 9th-graders to engage in individual goal-setting meetings; a Boys Mentoring Group at Meade Middle; career presentations at Meade High; and social work counseling for individuals and small groups of students where appropriate. - Following the success in reduction of discipline referrals in SY 2018-19, Meade Middle School continued to significantly reduce discipline referrals in SY 2019-20. For the same time period (August-January) schoolyear over schoolyear, Meade Middle School reduced discipline referrals by nearly half (46%). Given the focus on challenging student behavior and discipline over the course of the program at Meade Middle School, this represents a sustained downward trend across multiple years of the OT4S program at Meade Middle School. |
| Form 990, Part VI, Section B, line 11b | FORM 990 IS PREPARED BY UWCM, REVIEWED BY INDEPENDENT AUDITORS AND PRESENTED TO THE FINANCE COMMITTEE FOR REVIEW. AFTER REVIEW AND ACCEPTANCE, THE DOCUMENT IS ELECTRONICALLY MAILED TO BOARD MEMBERS FOR THEIR REVIEW. THE FORM 990 IS DISCUSSED AT A BOARD MEETING AND IS PRESENTED BY THE TREASURER. THE TREASURER CALLS FOR A MOTION TO ACCEPT THE FORM 990 DOCUMENT AND THEN THE FORM IS FILED WITH THE INTERNAL REVENUE SERVICE. |
| Form 990, Part VI, Section B, line 12c | CONFLICT OF INTEREST POLICY FOR UWCM: EACH YEAR ALL STAFF AND VOLUNTEERS ARE REQUIRED TO RE-VERIFY THE CODE OF ETHICS WHICH INCLUDES THE CONFLICT OF INTEREST POLICY AND THE WHISTLEBLOWER POLICY. CONFLICT OF INTEREST FOR STAFF: UNITED WAY OF CENTRAL MARYLAND IS A NON-PROFIT CHARITABLE CORPORATION. ITS PRINCIPAL PURPOSES AND ACTIVITIES ARE INFORMATION AND REFERRAL SERVICES AND FUND-RAISING AND APPORTIONMENT OF FUNDS FOR THE BENEFIT OF OTHER NON-PROFIT CHARITABLE CORPORATIONS IN CENTRAL MARYLAND AND THE PERSONS WHOM THOSE ORGANIZATIONS SERVE. ULTIMATE AUTHORITY AND RESPONSIBILITY FOR MANAGING UNITED WAY OF CENTRAL MARYLAND'S AFFAIRS RESIDES WITH ITS BOARD OF DIRECTORS. THE BOARD OF DIRECTORS AND THE COMMITTEES THEY FORM CONSIST OF VOLUNTEERS. WITH THE GOAL OF AVOIDING ANY APPEARANCE OF EVEN THEORETICAL CONFLICTS OF INTEREST AND TO SET AN EXAMPLE FOR AGENCY MEMBER ORGANIZATIONS THAT MAY LOOK TO UNITED WAY OF CENTRAL MARYLAND FOR GUIDANCE WITH RESPECT TO THE CONDUCT OF THEIR OWN AFFAIRS, UNITED WAY OF CENTRAL MARYLAND HAS ESTABLISHED THE FOLLOWING GUIDELINES FOR YOU TO FOLLOW IN CONDUCTING YOURSELF IN BUSINESS IN WHICH YOU MAY HAVE OR MAY DEVELOP A CONFLICT OF INTEREST. I. A CONFLICT OF INTEREST OCCURS WHENEVER YOU PERMIT THE PROSPECT OF DIRECT OR INDIRECT PERSONAL GAIN TO IMPROPERLY INFLUENCE YOUR JUDGMENT OR ACTIONS IN THE CONDUCT OF UNITED WAY OF CENTRAL MARYLAND BUSINESS. EXAMPLES OF POTENTIAL CONFLICTS OF INTEREST ARE: A. ACQUISITION OR SALE OF ANY PROPERTY OR SERVICES BY UNITED WAY OF CENTRAL MARYLAND WHERE THERE IS COMPENSATION OR OTHER DIRECT OR INDIRECT FINANCIAL BENEFIT TO YOU OR A MEMBER OF YOUR FAMILY. B. PLACEMENT OF UNITED WAY OF CENTRAL MARYLAND BUSINESS OF ANY KIND WITH A COMPANY OWNED OR CONTROLLED BY YOU OR YOUR FAMILY. II. A CONFLICT OF INTEREST ARISES WHEN, FOR PERSONAL OR FAMILY GAIN, YOU IMPROPERLY USE CONFIDENTIAL INFORMATION OF UNITED WAY OF CENTRAL MARYLAND. III. YOU MUST NOT MISUSE YOUR POSITION WITH UNITED WAY OF CENTRAL MARYLAND TO SOLICIT FROM PRESENT OR PROSPECTIVE CONTRIBUTORS OR VOLUNTEERS OF UNITED WAY OF CENTRAL MARYLAND ANY DISCOUNT ON PERSONAL OR FAMILY PURCHASES OF EQUIPMENT, MATERIALS, OR SERVICES. HOWEVER, YOU MAY ACCEPT ANY DISCOUNT OFFERED GENERALLY TO ALL EMPLOYEES OF UNITED WAY OF CENTRAL MARYLAND. IV. YOU MAY NOT SERVE AS A VOTING MEMBER OF THE BOARD OF ANY AFFILIATED AGENCY THAT RECEIVES ALLOCATED FUNDS FROM UNITED WAY OF CENTRAL MARYLAND. SHOULD A POTENTIAL CONFLICT OF INTEREST, AS DESCRIBED IN SECTIONS I OR II, EXIST OR ARISE, YOU MUST DISCLOSE THE FACTS AND CIRCUMSTANCES OF THE POTENTIAL CONFLICT TO YOUR SUPERVISOR IMMEDIATELY. YOU MUST PERIODICALLY SIGN, AS A CONDITION OF EMPLOYMENT OR CONTINUED EMPLOYMENT, A CONFLICT OF INTEREST CERTIFICATE. CONFLICT OF INTEREST FOR BOARD AND VOLUNTEERS UNITED WAY OF CENTRAL MARYLAND, INC. ("UNITED WAY") IS A NON-PROFIT CHARITABLE CORPORATION WHOSE PRINCIPAL PURPOSES AND ACTIVITIES ARE FUND RAISING, APPORTIONMENT OF FUNDS AND INFORMATION AND REFERRAL SERVICES FOR THE BENEFIT OF OTHER NON-PROFIT CHARITABLE ORGANIZATIONS IN CENTRAL MARYLAND AND THE PERSONS WHOM SUCH ORGANIZATIONS SERVE. ULTIMATE AUTHORITY AND RESPONSIBILITY FOR MANAGING THE UNITED WAY'S AFFAIRS RESIDES WITH ITS BOARD OF DIRECTORS. THE MEMBERSHIP OF THE BOARD AND ALL COMMITTEES OF THE BOARD CONSISTS ENTIRELY OF VOLUNTEERS ("VOLUNTEERS"). IN VIEW OF THE PURPOSES OF THE UNITED WAY AND THE NATURE OF ITS ACTIVITIES, VOLUNTEERS MAY FIND THEMSELVES IN SITUATIONS WHERE THEIR OUTSIDE BUSINESS, PERSONAL OR CIVIC ACTIVITIES COME INTO CONFLICT WITH THEIR FIDUCIARY DUTIES TO THE UNITED WAY. THE UNITED WAY ADOPTS THE FOLLOWING POLICY WITH RESPECT TO PARTICIPATION BY VOLUNTEERS IN MATTERS COMING BEFORE THE BOARD AND ITS COMMITTEES IN WHICH THEY MAY HAVE A POTENTIAL CONFLICT OF INTEREST: 1. NO VOLUNTEER SHALL KNOWINGLY PARTICIPATE IN ANY DECISION OF THE BOARD OF DIRECTORS OR ANY COMMITTEE THEREOF OR OTHERWISE ATTEMPT TO INFLUENCE THE CONDUCT OF THE UNITED WAY WHERE SUCH DECISION OR CONDUCT WOULD DIRECTLY OR INDIRECTLY CONFER ON SUCH VOLUNTEER, OR ANY MEMBER OF SUCH VOLUNTEER'S FAMILY, OR ON ANY FIRM OR ORGANIZATION IN WHICH SUCH VOLUNTEER IS AN OFFICER OR DIRECTOR OR HAS A MATERIAL FINANCIAL INTEREST, ANY FINANCIAL BENEFIT, BUSINESS ADVANTAGE, PREFERENTIAL TREATMENT OR OTHER ADVANTAGE OR BENEFIT (A "CONFLICT OF INTEREST"). FOR THE PURPOSES OF THIS POLICY, THE TERM "CONFLICT OF INTEREST" DOES NOT INCLUDE CONFLICTS OF A PURELY PHILOSOPHICAL OR IDEOLOGICAL NATURE. 2. IN THE EVENT THAT THERE IS A MATTER FOR CONSIDERATION OR DECISION THAT RAISES A POTENTIAL CONFLICT OF INTEREST FOR ANY VOLUNTEER, THE VOLUNTEER SHALL IMMEDIATELY DISCLOSE THE POTENTIAL CONFLICT OF INTEREST TO THE BOARD OR TO THE COMMITTEE CONSIDERING THE MATTER, AS THE CASE MAY BE, AND SHALL NOT CAST A VOTE ON THE MATTER. 3. THIS POLICY SHALL NOT BE CONSTRUED AS PREVENTING OR DISCOURAGING ANY VOLUNTEER FROM PARTICIPATING IN THE DISCUSSION OF A MATTER WITH RESPECT TO WHICH SUCH VOLUNTEER HAS A CONFLICT OF INTEREST, PROVIDED SUCH VOLUNTEER COMPLIES WITH PARAGRAPH 2 OF THIS POLICY. AT LEAST ANNUALLY, PREFERABLY AT THE ORGANIZATIONAL MEETINGS OF THE BOARD AND EACH OF ITS COMMITTEES, ALL VOLUNTEERS SHALL BE GIVEN A COPY OF THIS THE UNITED WAY OF CENTRAL MARYLAND, INC. 52-0591543 POLICY, AND EACH VOLUNTEER WILL BE ASKED TO SIGN A WRITTEN STATEMENT ACKNOWLEDGING THAT HE OR SHE HAS READ AND UNDERSTANDS THE POLICY AND DISCLOSING ANY ACTUAL OR POTENTIAL CONFLICTS OF INTEREST OF WHICH HE OR SHE MAY BE AWARE. |
| Form 990, Part VI, Section B, line 15 | THIS DISCLOSURE PROVIDES INFORMATION ON THE GOVERNANCE AND OVERSIGHT OF THE COMPENSATION FOR UWCM EXECUTIVES (CONSISTING OF THE PRESIDENT/CHIEF EXECUTIVE OFFICER (CEO) AND CHIEF FINANCIAL OFFICER (CFO). 1. EXECUTIVE COMPENSATION AT UWCM IS OVERSEEN BY THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS. IN SETTING EXECUTIVE COMPENSATION, THE EXECUTIVE COMMITTEE EMPLOYS AN INDEPENDENT THIRD PARTY COMPENSATION CONSULTANT AND EVALUATES UWCM EXECUTIVE COMPENSATION AGAINST A GROUP OF SIMILAR NON-PROFIT ORGANIZATIONS, USING DATA FROM COMPARABLE UNITED WAYS AND PUBLISHED COMPENSATION SURVEYS. 2. UNDER THE DIRECTION OF THE BOARD CHAIR, THE EXECUTIVE COMMITTEE ESTABLISHES ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO. 3. THE CEO AND BOARD CHAIR MEET PERIODICALLY DURING THE FISCAL YEAR TO REVIEW THE CEO'S PROGRESS AGAINST MEASURABLE, PRE-ESTABLISHED PERFORMANCE OBJECTIVES. THE PERFORMANCE OBJECTIVES ARE ESTABLISHED BY THE EXECUTIVE COMMITTEE AND REVIEWED BY THE BOARD, IN ADVANCE OF EACH FISCAL YEAR. 4. THE CEO PRESENTS A PROGRESS REPORT ON THE PRE-ESTABLISHED PERFORMANCE OBJECTIVES TO THE EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS AT REGULARLY SCHEDULED MEETINGS. 5. EACH YEAR, THE CEO IS PROVIDED A COMPREHENSIVE, CONFIDENTIAL REVIEW OF HIS/HER PERFORMANCE. THE BOARD CHAIR, IN CONSULTATION WITH THE EXECUTIVE COMMITTEE, DETERMINES A PERFORMANCE RATING FOR THE CEO, USING ESTABLISHED UWCM PERFORMANCE RATING CATEGORIES. 6. TO DETERMINE SALARY RANGES, UWCM USES A MARKET PRICING PROCESS. THE HUMAN RESOURCES DEPARTMENT (HR) WORKS WITH AN INDEPENDENT THIRD PARTY COMPENSATION CONSULTANT TO COMPARE EXECUTIVE SALARIES TO SALARIES PAID TO COMPARABLE EXECUTIVES (BASED ON UWCM'S PEER GROUP OF SIMILAR NON-PROFIT ORGANIZATIONS AND PUBLISHED COMPENSATION SURVEYS). THE RESULTS ARE COMPILED BY HR AND REVIEWED BY THE EXECUTIVE COMMITTEE FOR THE PURPOSE OF DETERMINING THE SALARY RANGE FOR THE PRESIDENT/CEO POSITION WITHIN ESTABLISHED GUIDELINES. THE GUIDELINES FOR THE PRESIDENT / CEO POSITION ARE REVIEWED AND APPROVED BY THE EXECUTIVE COMMITTEE. A SEPARATE INDEPENDENT WRITTEN COMPENSATION ASSESSMENT IS MADE PERIODICALLY BY THE COMMITTEES, INDEPENDENT COMPENSATION CONSULTANT AND PRESENTED TO THE EXECUTIVE COMMITTEE. 7. BASED ON ITS DETERMINATION OF COMPARABILITY AND PERFORMANCE, THE EXECUTIVE COMMITTEE DETERMINES ANNUAL EXECUTIVE COMPENSATION WITHIN ESTABLISHED GUIDELINES. THIS DETERMINATION MAY INCLUDE A PERCENTAGE INCREASE IN BASE SALARY. 8. THE ANNUAL SALARY DETERMINATION PROCESS IS DOCUMENTED IN THE MINUTES OF THE EXECUTIVE COMMITTEE AND PRESENTED TO THE BOARD OF DIRECTORS. UWCM EXECUTIVE COMPENSATION POLICY MAY BE AMENDED ONLY BY THE UWCM BOARD OF DIRECTORS. |
| Form 990, Part VI, Section C, line 18 | UWCM MAKES THE FORM 990 AVAILABLE FOR PUBLIC INSPECTION ON OUR WEBSITE. THE FORM 990 IS ALSO AVAILABLE FOR PUBLIC INSPECTION UPON REQUEST. |
| Form 990, Part VI, Section C, line 19 | UWCM MAKES THE ANNUAL AUDIT AVAILABLE FOR PUBLIC INSPECTION ON OUR WEBSITE. THE CONFLICT OF INTEREST AND WHISTLEBLOWERS POLICIES ARE INCLUDED AS PART OF THE FORM 990 FILING. THESE DOCUMENTS ARE AVAILABLE UPON REQUEST FOR THE SAME PERIOD OF TIME AS SET FORTH IN IRC SECTION 6104(D). |
| Form 990, Part XI, line 9: | Adjustment to Langenfelder Trust 2,190,511. Rounding Adjustment -1. |
| FORM 990, PART XII, LINE 2C | UNITED WAY OF CENTRAL MARYLAND'S AUDIT AND FINANCE COMMITTEE IS RESPONSIBLE FOR THE OVERSIGHT OF THE ANNUAL AUDIT AND THE REVIEW PROCESS FOR THE SELECTION OF THE INDEPENDENT PUBLIC ACCOUNTANT(IPA). THE TREASURER OF THE BOARD HEADS THE AUDIT AND FINANCE COMMITTEE AND REPORTS THE RECOMMENDATIONS FROM THE AUDIT AND FINANCE COMMITTEE TO THE BOARD OF DIRECTORS. DURING THE REVIEW, PRIOR TO FILING THE ANNUAL AUDIT, THE IPA HAS INDEPENDENT ACCESS TO THE AUDIT AND FINANCE COMMITTEE WHERE NO UWCM STAFF IS PRESENT. |
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