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 | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 62,508,056 | 42,296,247 | 45,211,209 | 46,285,098 | 41,940,544 | 238,241,154 |
| 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 | 62,508,056 | 42,296,247 | 45,211,209 | 46,285,098 | 41,940,544 | 238,241,154 |
| 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) .. | 26,242,050 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 211,999,104 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 62,508,056 | 42,296,247 | 45,211,209 | 46,285,098 | 41,940,544 | 238,241,154 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 538,156 | 874,306 | 1,459,855 | 1,898,594 | 1,963,449 | 6,734,360 |
| 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 | 244,975,514 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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 on 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) |
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| 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): |
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| 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 0.015 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 0.035 | 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 | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2024 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2024 |
(iii) Distributable Amount for 2024 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2024 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2024: | ||||
| a From 2019....... | ||||
| b From 2020....... | ||||
| c From 2021....... | ||||
| d From 2022....... | ||||
| e From 2023....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2024 distributable amount | ||||
|
i
Carryover from 2019 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2024 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2024 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2024, 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 2024. 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 2025. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2020..... | ||||
| b Excess from 2021..... | ||||
| c Excess from 2022..... | ||||
| d Excess from 2023..... | ||||
| e Excess from 2024..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART I, LINE 1, DESCRIPTION OF ORGANIZATION MISSION - CONTINUED: | UNITED WAY OF SAN ANTONIO AND BEXAR COUNTY (UWSA) IS A 501 (C)(3) NOT-FOR-PROFIT ORGANIZATION WITH OVER 85 YEARS OF EXPERIENCE SERVING CHILDREN, FAMILIES AND INDIVIDUALS. IT IS THE LARGEST PRIVATE HEALTH AND HUMAN SERVICES ORGANIZATION IN BEXAR COUNTY, SUPPORTING 115 OUTCOME-BASED PROGRAMS AND 63 AGENCIES. THE ORGANIZATION'S MISSION STATEMENT IS, "TO UNITE THE COMMUNITY TO IDENTIFY AND SOLVE OUR MOST CRITICAL ISSUES." UWSA MAKES ANNUAL INVESTMENTS OF CONTRIBUTED FUNDS IN HEALTH AND SOCIAL SERVICES, MANAGEMENT OF SUBCONTRACTS FOR GRANT FUNDS AWARDED, AND THE REGULAR MONITORING OF THESE PROGRAMS, SERVICES, AND AGENCIES. IT ALSO ANALYZES SOCIAL PROBLEMS AND HEALTH ISSUES THAT AFFECT THE COMMUNITY. AS ISSUES ARE IDENTIFIED AND PRIORITIZED, IN PARTNERSHIP WITH OTHER COMMUNITY STAKEHOLDERS IT DEVELOPS, PLANS, AND EXECUTES INITIATIVES AND STRATEGIES TO ADDRESS THE UNDERLYING CAUSES OF THESE PROBLEMS. UWSA INVESTS IN STRATEGIES THAT PREPARE CHILDREN FOR LIFE, HELP STUDENTS SUCCEED, FOSTER SELF-SUFFICIENCY FOR INDIVIDUALS AND FAMILIES AND CONNECT PEOPLE IN CRISIS TO PROGRAMS THAT HELP THEM THRIVE. SINCE 2006, UWSA HAS STRATEGICALLY ALIGNED ITS WORK AND FUNDING AROUND THESE FOUR CORE IMPACT AREAS: - READY CHILDREN (RCIC) SUPPORTING THE DEVELOPMENT OF YOUNG CHILDREN TO ENSURE THEY ARE HAPPY, HEALTHY, AND PREPARED FOR SCHOOL. - SUCCESSFUL STUDENTS (SSIC) EMPOWERING STUDENTS TO GRADUATE FROM HIGH SCHOOL AND TRANSITION INTO SUCCESSFUL ADULTHOOD. - STRONG INDIVIDUALS AND FAMILIES (SIFIC) PROMOTING SELF-SUFFICIENCY AND RESILIENCE AMONG INDIVIDUALS AND FAMILIES. - SAFETY NET (SN) PROVIDING IMMEDIATE ASSISTANCE TO INDIVIDUALS IN CRISIS BY ADDRESSING URGENT AND ESSENTIAL NEEDS. PARTNER AGENCIES SEEKING FUNDING MUST HAVE A PROGRAM THAT FITS INTO ONE OF THE CORE IMPACT AREAS. UWSA ADMINISTERS A REQUEST FOR FUNDING PROCESS THAT WILL PROVIDE FUNDING FOR A 3- OR 5-YEAR CYCLE. IF AN AGENCY IS AWARDED FUNDING FOR A SPECIFIC PROGRAM, THERE ARE QUARTERLY AND ANNUAL PERFORMANCE REQUIREMENTS THAT MUST BE MET TO MAINTAIN THAT FUNDING. UWSA RESERVES THE RIGHT TO WITHDRAW FUNDING IF PERFORMANCE REQUIREMENTS ARE NOT MET. UWSA IS CURRENTLY SUPPORTING 115 OUTCOME-BASED PROGRAMS AND 63 AGENCIES. DURING FISCAL YEAR-ENDED 6/30/25, MORE THAN 259,703 PEOPLE RECEIVED HELP THROUGH UWSA. ADDITIONALLY, UWSA IS DEEPLY COMMITTED TO SERVING THE BROADER COMMUNITY, INCLUDING THOSE WHO HAVE SERVED IN THE MILITARY. AS "MILITARY CITY, USA," SAN ANTONIO IS HOME TO A SIGNIFICANT POPULATION OF ACTIVE-DUTY SERVICE MEMBERS AND VETERANS. UWSA PROVIDES TARGETED SERVICES AND SUPPORT TO MILITARY FAMILIES AND VETERANS RESIDING IN BEXAR COUNTY, REINFORCING ITS MISSION TO ADDRESS THE MOST CRITICAL NEEDS OF ALL COMMUNITY MEMBERS. ONE OF THE MANY WAYS WE SUPPORT OUR GOALS IS TO CONDUCT AN ANNUAL COMMUNITY FUNDRAISING CAMPAIGN. IN 2024, WE RAISED $46,073,307. ADDITIONALLY, UWSA MANAGES A SERIES OF STATE, FEDERAL, PRIVATE FOUNDATIONS, AND CORPORATE GRANTS. FOR THE FISCAL YEAR ENDED JUNE 30, 2025, UWSA RECEIVED $6,381,800 IN STATE/FEDERAL GRANTS AND $1,364,384 IN PRIVATE FOUNDATION GRANTS. IN TOTAL, $7,746,184 WAS AWARDED TO UWSA TO SUPPORT 34 PROGRAMS OPERATED BY 25 AGENCY PARTNERS. UWSA ONLY PURSUES GRANTS THAT ALIGN WITH ITS FOUR CORE IMPACT AREAS. UWSA RECEIVED A 4-STAR RATING FROM CHARITY NAVIGATOR. UWSA HAS ALSO EARNED THE 2025 PLATINUM SEAL OF TRANSPARENCY BY ADDING INFORMATION TO OUR NONPROFIT PROFILE ON GUIDESTAR. NOW, COMMUNITY MEMBERS AS WELL AS 10+ MILLION GUIDESTAR USERS CAN FIND IN-DEPTH INFORMATION ABOUT OUR GOALS, STRATEGIES, AND PROGRESS. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF ORGANIZATION MISSION - CONT.: | 1. READY CHILDREN: ALL CHILDREN ARE HAPPY, HEALTHY, AND READY TO SUCCEED IN KINDERGARTEN. IN FY25, 15,566 LIVES WERE IMPACTED THROUGH PARENTING PROGRAMS; QUALITY EARLY CHILDHOOD EDUCATION PROGRAMS; AND CHILD PROTECTION, DISABILITY, AND HEALTH SERVICES. IN ADDITION TO INTERVENTION AND PREVENTION SERVICES OFFERED TO CHILDREN AND FAMILIES, 61 SYSTEMS WERE ENGAGED TO PREVENT CHILD ABUSE. A) HEALTHY OUTCOMES THROUGH PREVENTION AND EARLY SUPPORT (HOPES) III GRANT: UWSA'S HOPES III GRANT FROM THE TEXAS HEALTH AND HUMAN SERVICES COMMISSION (HHSC) FAMILY SUPPORT SERVICES DIVISION IS AN ONGOING GRANT THAT WAS INITIALLY AWARDED IN APRIL 2017 AND FOCUSES ON INCREASING PROTECTIVE FACTORS IN FAMILIES WITH CHILDREN UNDER THE AGE OF FIVE. THIS IS DONE THROUGH THE PROMOTION OF CHILD WELL-BEING, EARLY CHILDHOOD EDUCATION AND OTHER FAMILY SERVICES, AND IS ACCOMPLISHED THROUGH COMMUNITY COLLABORATION WITH NINE AGENCIES THAT COLLECTIVELY SERVED 521 FAMILIES; AND CONNECTED 477 FAMILIES WITH SUPPORT SERVICES; AND PROVIDED 79 DEVELOPMENTALLY APPROPRIATE TEXT MESSAGES AND 4,016 CAREGIVERS. ADDITIONALLY, IN APRIL 2022, PEI AWARDED UWSA INNOVATION FUNDS TO ENHANCE CURRENT HOPES PROGRAMMING. THIS RESULTED IN BEING ABLE TO CONNECT FAMILIES TO ADDITIONAL COUNSELING SERVICES AND OFFER AGE-APPROPRIATE MENTAL HEALTH SERVICES FOR CHILDREN UNDER THE AGE OF 3; PROVIDE A PEER MENTORING PROGRAM; ESTABLISH A PARENT ADVISORY COMMITTEE AND INCORPORATE THEIR VOICE IN ALL HOPES ACTIVITY. THE PAC WAS INITIATED TO ELEVATE PARENT VOICE ABOUT THEIR EXPERIENCE IN RECEIVING SERVICES AND MAKE RECOMMENDATIONS WHERE NECESSARY TO IMPROVE OUR OUTREACH AND SERVICE DELIVERY. THE PAC HAS A TOTAL OF 13 ACTIVE MEMBERS WHO MEET ON A MONTHLY BASIS. B) HELP ME GROW GRANT: UWSA'S HELP ME GROW BEXAR COUNTY GRANT FROM THE DEPARTMENT OF STATE HEALTH SERVICES (DSHS) FOCUSES ON LEVERAGING EXISTING RESOURCES TO ENSURE COMMUNITIES IDENTIFY VULNERABLE CHILDREN, LINK FAMILIES TO COMMUNITY-BASED SERVICES, AND EMPOWER FAMILIES TO SUPPORT THEIR CHILDREN'S HEALTHY DEVELOPMENT. THIS IS DONE THROUGH THE OPERATION OF A SPECIALIZED CHILD DEVELOPMENT PHONE LINE THAT PROVIDES EDUCATION AND SUPPORT TO FAMILIES AROUND SPECIFIC DEVELOPMENTAL OR BEHAVIORAL CONCERNS OR QUESTIONS, DEVELOPMENTAL SCREENS, REFERRALS TO COMMUNITY-BASED SUPPORTS, AND FOLLOW UP. IN FY25 215 FAMILIES WERE SERVED BY HMG BEXAR COUNTY. C) MATERNAL, INFANT AND EARLY CHILDHOOD HOME VISITING PROGRAM (MIECHV) GRANT: A FEDERALLY FUNDED TEXAS HOME VISITING PROGRAM FOR AT RISK PREGNANT WOMEN AND FAMILIES WITH CHILDREN 0-5 IS FOCUSED ON THE PREVENTION OF CHILD ABUSE. UTILIZING THREE LOCAL ORGANIZATIONS AS PARTNERS, RESOURCES AND SKILL BUILDING INTERVENTIONS ARE PROVIDED TO SUPPORT PARENTS TO RAISE HEALTHY CHILDREN WHO ARE READY TO LEARN BY KINDERGARTEN. IN FY25, 789 FAMILIES WERE SERVED THROUGH IN-HOME PARENTING CLASSES AND NURSE HOME VISITING PROGRAMS. ADDITIONALLY, ALL OUTCOME PERFORMANCE TARGETS WERE MET. D) READYKIDSA: A COMMUNITY COALITION OF OVER 60 ORGANIZATIONS THAT BUILDS ON SUCCESSFUL CHILD AND FAMILY PROGRAMS TO PROMOTE HAPPY, HEALTHY, READY CHILDREN AGES 0-8 WITH TOOLS AND RESOURCES TO SUPPORT PARENTS, CAREGIVERS, AND EDUCATORS. IN 2017, THIS COALITION ENGAGED IN A STRATEGIC PLANNING PROCESS TO DEVELOP THE BEXAR COUNTY CHILDREN'S AGENDA, WHICH HAS GUIDED THE EARLY CHILDHOOD INVESTMENT OF UWSA AS WELL AS THE CITY OF SAN ANTONIO. THE BEXAR COUNTY CHILDREN'S AGENDA NOT ONLY IDENTIFIES THE PRIORITY ISSUES AROUND CHILD WELL-BEING BUT ALSO INCLUDES A CORRESPONDING SCORECARD WITH THE KEY INDICATORS THAT WILL HELP THE COALITION MONITOR ACTUAL PROGRESS TOWARD ITS VISION (WWW.READYKIDSA.COM). IN MAY 2023, UWSA ALSO RECEIVED NOTIFICATION OF AN AWARD OF EARLY CHILDHOOD SYSTEMS BUILDING (ECSB) FUNDING. THIS GRANT HAS ALLOWED UWSA TO CONTINUE SUPPORTING THE READYKIDSA COALITION BY HIRING A FULL-TIME STAFF PERSON TO MANAGE THIS WORK AND ESTABLISH A COUNTY-LEVEL PARENT ADVISORY COMMITTEE. THE RKSA PAC HAS A TOTAL OF 9 ACTIVE MEMBERS WHO COME TOGETHER MONTHLY AND ARE CURRENTLY STILL IN THE BUILDING THEIR STRUCTURE PHASE ALONG WITH RECEIVING PARENT LEADERSHIP TRAINING. ADDITIONALLY, THE PAC HAS ASSEMBLED SEVEN SUB-COMMITTEES TO FURTHER DEVELOP PRIORITY AREAS. THEY INCLUDE THE FOLLOWING: (1) MILITARY SUBCOMMITTEE, (2) DATA SUBCOMMITTEE, (3) CHILD WELLNESS SUBCOMMITTEE, (4) FATHERHOOD INITIATIVES SUBCOMMITTEE, (5) MATERNAL WELLNESS SUBCOMMITTEE, (6) HELP ME GROW SUBCOMMITTEE, (7) THE NETWORKING SUB-COMMITTEE. 2) SUCCESSFUL STUDENTS: YOUNG PEOPLE ARE ACTIVELY ENGAGED IN THEIR COMMUNITIES, PREPARED FOR THE 21ST CENTURY WORKFORCE, AND HAVE RESOURCE-RICH ENVIRONMENTS WITH PREPARED AND ENGAGED ADULTS TO SUPPORT THEM TO BECOME SUCCESSFUL ADULTS. IN FY25, APPROXIMATELY 9,010 SCHOOL AGE CHILDREN THROUGH AGE 24 AND THEIR CAREGIVERS RECEIVED SERVICES THROUGH OUR PARTNER AGENC IES IN THE AREAS OF ACADEMIC, YOUTH DEVELOPMENT, MENTORING, AND CHARACTER-BUILDING PROGRAMS TO DECREASE YOUTH DISCONNECTION, CHRONIC ABSENTEEISM AND DISCIPLINARY/BEHAVIORAL REFERRALS; COUNSELING AND MENTAL HEALTH SERVICES (INCLUDING SUBSTANCE USE COUNSELING); AND ACADEMIC SUPPORTS TO INCREASE READING AND MATH PROFICIENCIES. IN ADDITION TO INTERVENTIONS AND ENGAGEMENT SERVICES OFFERED TO YOUTH AND THEIR CAREGIVERS, 24 SYSTEMS WERE ENGAGED TO IMPLEMENT TRAUMA-SENSITIVE AND RESTORATIVE JUSTICE PRACTICES. 3) STRONG INDIVIDUALS AND FAMILIES: ENSURES ALL INDIVIDUALS AND FAMILIES ARE STABLE, FLOURISH ECONOMICALLY, REACH THEIR FULL POTENTIAL AND MAINTAIN A QUALITY OF LIFE FREE FROM DISCRIMINATION. IN FY25, A TOTAL OF 21,591 INDIVIDUALS RECEIVED SERVICES FOCUSED ON PROVIDING EDUCATION AND WORKFORCE DEVELOPMENT AND DECREASING FAMILY VIOLENCE. SERVICES INCLUDED EMPLOYMENT TRAINING, HEALTH/MENTAL HEALTH, SUBSTANCE ABUSE, FINANCIAL LITERACY, AND COUNSELING PROGRAMS. ADDITIONALLY, 38 SYSTEMS WERE ENGAGED IN BUILDING AN AWARENESS CAMPAIGN TO REDUCE THE WAGE DISPARITY BETWEEN WOMEN OF COLOR AND ANGLO MEN. A) VOLUNTEER INCOME TAX ASSISTANCE PROGRAM (VITA): PROVIDING CRITICAL ASSETS FOR FINANCIAL STABILITY, VITA OFFERS FREE INCOME TAX PREPARATION TO INDIVIDUALS AND HOUSEHOLDS WHO EARNED UP TO $65,000 FOR THE 2024 TAX YEAR. THE PROGRAM IS A SAFE ALTERNATIVE TO COSTLY, AND OFTEN PREDATORY, TAX PREPARATION SERVICES. WORKING IN VITA SITES THROUGHOUT THE CITY, 397 TRAINED AND IRS-CERTIFIED VOLUNTEERS PREPARED 24,853 RETURNS RESULTING IN $5.9 MILLION SAVINGS IN TAX PREPARATION FEES. $33,202,268 WAS REFUNDED TO LOCAL FILERS AND $13 MILLION IN EARNED INCOME TAX CREDIT (EITC) WENT BACK TO 5,922 TAXPAYERS. B) DUAL GENERATION INITIATIVE: THE UWSA DUAL GENERATION INITIATIVE ASSERTS THAT WHEN CHILDREN ARE SURROUNDED BY STRONG FAMILIES AND HEALTHY COMMUNITIES, THEY CAN OVERCOME CHALLENGES CREATED BY POVERTY AND FULFILL THEIR POTENTIAL. THIS APPROACH IS A COMMUNITY EFFORT FUNDED BY A RANGE OF FOUNDATIONS AND UWSA TO HELP FAMILIES ON THE EAST AND WEST SIDES OF SAN ANTONIO SECURE STABLE HOUSING, CHILDCARE, WELL-PAYING JOBS, AND EDUCATION, SO THEY CAN ACHIEVE GREATER STABILITY AND SUCCESS. IN FY 2025, 494 HOUSEHOLDS WITH CHILDREN AGES 0 TO 10 WERE ACTIVELY ENGAGED IN SECURING SERVICES AND/OR SUPPORT FOR THEIR FAMILIES; 311 ADULTS IN THESE HOUSEHOLDS WERE IN AN EDUCATION AND/OR WORKFORCE TRAINING PROGRAM WITH 59% COMPLETING AT LEAST ONE OR MORE INDIVIDUALIZED TRAINING SESSIONS OR MET A SPECIFIC GOAL RELATED TO THEIR ADULT EDUCATION AND JOB TRAINING DURING THIS PERIOD. THE DUAL GENERATION INITIATIVE SUPPORTED 744 CHILDREN WITH PARENTING EDUCATION AND QUALITY CHILD DEVELOPMENT AND/OR OUT OF SCHOOL TIME SERVICES. - DORIS DUKE FOUNDATION: THROUGH THE CHILD WELL-BEING PROGRAM, THE FOUNDATION AIMED TO PROMOTE CHILDREN'S HEALTHY DEVELOPMENT AND PROTECT THEM FROM ABUSE AND NEGLECT. WITH A $350,000, 2-YEAR GRANT FROM DORIS DUKE ALONG WITH A ONE-YEAR $25,000 INVESTMENT FROM AETNA, THE DUAL GENERATION INITIATIVE WAS DESIGNED TO BUILD ON THE EXISTING PROTECTIVE FACTORS IN A FAMILY WITH NEW INVESTMENTS IN TWO CULTURALLY SENSITIVE CHILD ABUSE PREVENTION PROGRAMS, CENTER FOR THE IMPROVEMENT OF CHILD CARING'S EFFECTIVE BLACK PARENTING PROGRAM (EBPP) AND LOS NIOS BIEN EDUCADOS. THIS GRANT CONCLUDED DECEMBER 2024. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF ORGANIZATION MISSION - CONT.: | - THE ASCEND AT THE ASPEN INSTITUTE: THROUGH ITS 2GEN ACCELERATOR COMMUNITY, THE ASCEND AT THE ASPEN INSTITUTE AWARDED A ONE-YEAR $170,000 BEST PRACTICES GRANT TO DUAL GENERATION. AS ONE OF ONLY 15 ORGANIZATIONS SELECTED NATIONWIDE, DUAL GENERATION WAS RECOGNIZED FOR ITS STRONG COMMUNITY-BASED MODEL AND FOR DEMONSTRATING EFFECTIVE TWO-GENERATION (2GEN) APPROACHES THAT SUPPORT CHILDREN AND PARENTS TOGETHER TO ADVANCE INTERGENERATIONAL WELL-BEING. THE INITIATIVE'S PRIMARY GOAL WAS TO DOCUMENT AND SHARE PROVEN STRATEGIES SO THEY CAN BE REPLICATED, SCALED, AND EMBEDDED INTO BROADER SYSTEMS SUCH AS EDUCATION, WORKFORCE, HEALTH, AND EARLY CHILDHOOD. BY BUILDING EVIDENCE, DRIVING SYSTEMS CHANGE, AND PROMOTING EQUITY, THIS GRANT AIMED TO ENSURE MORE FAMILIES WITH LOW INCOMES COULD ACHIEVE EDUCATIONAL SUCCESS, ECONOMIC STABILITY, AND LONG-TERM FAMILY WELL-BEING. THE GRANT CONCLUDED IN DECEMBER OF 2024. - SIEMER INSTITUTE GRANT: THE SIEMER FAMILY FOUNDATION GRANT FOCUSES ON THE PREVENTION OF HOMELESSNESS AND CHRONIC ABSENTEEISM IN SCHOOL-AGED CHILDREN AND SUPPORTS UWSA'S DUAL GENERATION PARTNERSHIP WORK. THE MULTI-YEAR GRANT IS $150,000 PER YEAR AND CONCLUDES ON DECEMBER 31, 2026. THE GRANT FOCUSES ON A TWO-GENERATION APPROACH TO FINANCIALLY STABILIZING FAMILIES AND PROMOTING HOLISTIC FAMILY SUPPORT. THROUGH SIEMER'S PARTNERSHIP WITH COMMUNITY ORGANIZATIONS, THEY IMPLEMENT 2GEN PROGRAMS THAT ARE CENTERED ON KEEPING KIDS IN THEIR SCHOOLS AND PREVENTING UNPLANNED MOVES. THIS APPROACH ENSURES THAT FAMILIES RECEIVE THE COMPREHENSIVE SUPPORT THEY NEED TO THRIVE. THE INITIATIVE HAS BEEN WORKING WITH THE SIEMER INSTITUTE TO DISCUSS EXPANSION OF FUNDS TO SUPPORT THE INITIATIVE'S WORK. C) UNITED WAY FAMILY RESOURCE CENTER NETWORK: UNITED WAY OF SAN ANTONIO AND BEXAR COUNTY ESTABLISHED THE FAMILY RESOURCE CENTER (FRC) NETWORK TO CREATE WELCOMING, COMMUNITY-ROOTED SPACES WHERE FAMILIES CAN ACCESS SUPPORT, BUILD CONNECTIONS, AND STRENGTHEN RESILIENCE. THE FIRST SITE, THE EASTSIDE FRC, OPENED IN NOVEMBER 2023 IN PARTNERSHIP WITH DEPELCHIN CHILDREN'S CENTER, SETTING THE APPROACH FOR HOW UNITED WAY WORKS ALONGSIDE TRUSTED COMMUNITY PARTNERS TO DESIGN SERVICES THAT REFLECT THE VOICES AND CULTURES OF LOCAL FAMILIES. THE NETWORK HAS PRIORITIZED NEIGHBORHOODS HISTORICALLY IMPACTED BY INEQUITIES, WHILE ENSURING THAT MORE FAMILIES IN SAN ANTONIO CAN BENEFIT FROM ACCESSIBLE COMMUNITY-STRENGTHENING OPPORTUNITIES. THE NETWORK'S APPROACH IS GROUNDED IN FOUR CORE PILLARS: 1. PARENT ADVISORY COMMITTEES (PACS) THAT CO-DESIGN SERVICES, EVENTS, AND SPACES THAT ENSURE EACH CENTER REFLECTS THE VOICES, CULTURES, AND LIVED EXPERIENCES OF THE FAMILIES IT SERVES. 2. ALIGNMENT WITH THE NATIONAL FAMILY SUPPORT NETWORK STANDARDS OF QUALITY, A NATIONALLY RECOGNIZED FRAMEWORK THAT DEFINES BEST PRACTICES FOR FAMILY SUPPORT PROGRAMS, PROMOTES COMMON LANGUAGE AND EXPECTATIONS, AND EXPLICITLY EMPHASIZES DIVERSITY IN GUIDING SERVICE DELIVERY, FAMILY ENGAGEMENT, AND ORGANIZATIONAL OPERATIONS. 3. USE OF THE PROTECTIVE FACTORS FRAMEWORK, A RESEARCH-INFORMED AND STRENGTHS-BASED MODEL THAT FOCUSES ON PROMOTING STRONG, STABLE FAMILIES THROUGH FACTORS SUCH AS PARENTAL RESILIENCE, SOCIAL CONNECTIONS, KNOWLEDGE OF CHILD DEVELOPMENT, CONCRETE SUPPORT, AND CHILDREN'S SOCIAL-EMOTIONAL COMPETENCE; THESE ELEMENTS SUPPORT PREVENTING CRISES AND ENHANCING EQUITABLE OUTCOMES FOR ALL FAMILIES. 4. A TIERED SERVICE MODEL, INCLUDING CORE SERVICES (E.G., COUNSELING, PARENTING SUPPORT, RESOURCE NAVIGATION) PRIORITIZED FOR DESIGNATED ZIP CODES, AND COMMUNITY STRENGTHENING SERVICES (E.G., FAMILY CARE CLOSET, FAMILY EVENTS, WORKSHOPS) THAT ARE INTENTIONALLY DESIGNED AS LOW-BARRIER SUPPORTS OPEN TO ALL FAMILIES REGARDLESS OF WHERE THEY LIVE OR THE AGES OF THEIR CHILDREN. UNITED WAY EASTSIDE FAMILY RESOURCE CENTER: THE EASTSIDE FAMILY RESOURCE CENTER PROVIDES CORE SERVICES TO 54 INDIVIDUALS, WHO COLLECTIVELY RECEIVED 396 COUNSELING SESSIONS AND 86 ONE-ON-ONE RESOURCE NAVIGATION SESSIONS. IN ADDITION, THE CENTER DELIVERED 2,645 SERVICE TOUCHPOINTS THROUGH LOW-BARRIER COMMUNITY STRENGTHENING SERVICES SUCH AS BASIC NEEDS SUPPORT, FAMILY ENGAGEMENT ACTIVITIES, EDUCATIONAL WORKSHOPS, AND OTHER OPPORTUNITIES DESIGNED TO CONNECT AND SUPPORT FAMILIES. ADDITIONAL FAMILY RESOURCE CENTERS - IN FY26, THE NETWORK WILL EXPAND WITH TWO NEW CENTERS: A SCHOOL-BASED FRC IN PARTNERSHIP WITH TOYOTA USA'S DRIVING POSSIBILITIES INITIATIVE, SERVING FAMILIES IN EAST CENTRAL ISD; AND A COMMUNITY-BASED NORTHEAST FRC, PRIORITIZING ZIP CODE 78218 FOR CORE SERVICES WHILE OFFERING CITYWIDE ACCESS TO ALL COMMUNITY STRENGTHENING SERVICES. D) SERVICE MEMBERS VETERAN AND FAMILIES (SMVF) GRANT: THROUGH ITS PARTNERSHIP WITH 3 LOCAL AGENCIES IN FISCAL YEAR 2024 AND AS A DIRECT SERVICES PROVIDER IN FISCAL YEAR 2025, UWSA MANAGES A STATE GRANT INTENDED TO IMPROVE THE WELL-BEING OF TEXAS MILITARY AND VETERAN FAMILIES. THE FOCUS IS TO REDUCE MILITARY AND VETERAN FAMILIES' RISK OF CHILD ABUSE AND/OR NEGLECT BY COMBINING RESOURCES FOR EASY AVAILABILITY AND SUPPORT CUSTOMIZED TO THE UNIQUE STRESSORS OF THE MILITARY COMMUNITY. COLLECTIVELY, IN FY25, 240 FAMILIES WERE SERVED, AND AN ADDITIONAL 272 INDIVIDUALS AND FAMILIES WERE ASSISTED THROUGH MISSION UNITED, A RESOURCE AND REFERRAL SERVICE DESIGNED TO SUPPORT THE UNIQUE NEEDS OF MILITARY CHILDREN AND FAMILIES. E) STRONG FAMILIES, STRONG FORCES: FUNDED UNDER THE SMVF GRANT, STRONG FAMILIES STRONG FORCES (SFSF) IS AN EVIDENCE-BASED CURRICULUM DESIGNED TO SUPPORT MILITARY FAMILIES THROUGH MILITARY-RELATED SEPARATIONS OR LIFE EVENTS. IN FISCAL YEAR 2025, UWSA WAS HONORED TO BECOME THE DIRECT SERVICE OF SFSF, SERVING 67 FAMILIES. SFSF BUILDS ON FAMILY STRENGTH TO IMPROVE COMMUNICATION, FAMILY CONNECTION, AND CO-PARENTING SKILLS, REDUCING THE STRESSORS OF TRANSITIONS MILITARY FAMILIES EXPERIENCE AND INCREASING FAMILY RESILIENCY. THIS IS ACCOMPLISHED BY SUPPORTING FAMILIES IN DEVELOPING STRONG SOCIAL CONNECTIONS, ACCESSING MATERIAL SUPPORT THROUGH EFFECTIVE RESOURCE NAVIGATION, AND BUILDING OVERALL FAMILY RESILIENCE. 4) SAFETY NET: ENSURES ALL PEOPLE ARE SAFE AND ABLE TO MEET THEIR URGENT ESSENTIAL NEEDS TO REACH FULL POTENTIAL. TOGETHER, WE ARE WORKING TO SUPPORT THE SUCCESSFUL TRANSITION TO ECONOMIC STABILITY, INCREASE ACCESS TO HEALTHY FOOD, PROVIDE EMERGENCY SHELTER FOR INDIVIDUALS AND FAMILIES IN CRISIS AND PROVIDE SERVICES THAT LEAD TO HOUSING STABILITY. IN 2025, 212,884 INDIVIDUALS RECEIVED ESSENTIAL NEEDS (FOOD, CLOTHING, UTILITY, TRANSPORTATION AND DISASTER) ASSISTANCE, CASE MANAGEMENT SERVICES, FOOD ASSISTANCE, EMERGENCY SHELTER SERVICES IN CONJUNCTION WITH CASE MANAGEMENT SERVICES, INCLUDING GAINING HOUSING STABILITY. A) EMERGENCY FOOD AND SHELTER PROGRAM (EFSP): EFSP IS A RESTRICTED FEDERAL GRANT AWARDED THROUGH THE U.S. DEPARTMENT OF HOMELAND SECURITY (DHS)/FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA). THIS UNIQUE PUBLIC-PRIVATE PARTNERSHIP BRINGS THE VOLUNTARY AND GOVERNMENT SECTORS TOGETHER TO PROVIDE EMERGENCY SHELTER, FOOD, AND SUPPORTIVE SERVICES FOR INDIVIDUALS AND FAMILIES IN BEXAR COUNTY. THE BEXAR COUNTY, TX LOCAL BOARD #788600, ADMINISTERED BY UWSA, LOOKS AT NEEDS AND GAPS IN SERVICES IN THE COMMUNITY, AND FOCUSES THE DOLLARS ACCORDINGLY. THE EFSP BEXAR COUNTY BOARD REVIEWED REQUIRED DOCUMENTATION FOR THE COMPLIANCE REVIEW OF PHASES 39, ARPA-R, 40 AND 41, TOTALING OVER $8M THAT WILL OCCUR AT A FUTURE DATE. THE LOCAL BOAR D WAS ALLOCATED $707,827 IN DIRECT FUNDING FOR PHASE 42; HOWEVER, THESE FUNDS REMAIN ON HOLD PENDING GUIDANCE FROM FEMA AND THE EFSP. FROM JANUARY 1, 2019, TO MAY 31, 2024, THE BEXAR COUNTY LOCAL BOARD ADMINISTERED $92.7M ACROSS FIVE APPROPRIATIONS OF HUMANITARIAN RELIEF FUNDING TO SUPPORT CRITICAL MIGRANT SERVICES IN OUR COMMUNITY. IN FY25, THE LOCAL BOARD ALSO COMPLETED AND SUBMITTED COMPLIANCE REPORTING FOR THE FINAL TWO APPROPRIATIONS. B) SHELTER AND SERVICES PROGRAM (SSP): SSP WAS A RESTRICTED FEDERAL GRANT AWARDED THROUGH THE U.S. DEPARTMENT OF HOMELAND SECURITY (DHS)/FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) FOR SERVICES ASSOCIATED WITH NONCITIZEN MIGRANT ARRIVALS IN THEIR COMMUNITIES. UWSA WAS A DIRECT RECIPIENT OF FY23 SSP FUNDING, SERVING IN AN ADMINISTRATIVE ROLE AND SELECTED SAN ANTONIO FOOD BANK TO SUSTAIN OPERATIONS IN OUR COMMUNITY'S HUMANITARIAN EFFORT. FOLLOWING THE PROGRAM'S APRIL 1, 2025 TERMINATION, UWSA PREPARED FOR THE JULY 31 CLOSEOUT DEADLINE. |
| FORM 990, PART III, LINE 4B, PROGRAM SERVICE ACCOMPLISHMENTS - CONTINUED: | A) 2-1-1 CHILDCARE GRANT: THE 2-1-1 TEXAS/UWSA HELP LINE GUIDES FAMILIES TO CHILDCARE PROVIDERS AND RESOURCES, LICENSED CHILDCARE FACILITIES, FAMILY CHILDCARE HOMES AND OUT-OF-SCHOOL TIME CARE. CALL SPECIALISTS ALSO INFORM FAMILIES OF CHILDCARE SUBSIDY PROGRAMS. IN FY25, OUR 2-1-1 HELP LINE MANAGED 1,680 CALLS RELATED TO CHILDCARE, YIELDING A TOTAL OF 2,907 REFERRALS FOR CHILDCARE NEEDS. B) PROJECT COOL: SINCE 1997, UWSA AND GOVERNMENT/COMMUNITY/CORPORATE PARTNERS HAVE PROVIDED HEAT RELIEF TO SENIOR RESIDENTS (OVER 60 YEARS OLD), AND RESIDENTS WITH DISABILITIES, THROUGH DONATION AND FREE DISTRIBUTION OF 20-INCH BOX FANS. IN FY25, OUR 2-1-1 HELP LINE PROCESSED 1,684 CALLERS YIELDING 2,178 FAN NEEDS. C) SMOKE DETECTOR PROGRAM: A SAN ANTONIO FIRE DEPARTMENT SMOKE DETECTOR PROGRAM OFFERING FREE SMOKE DETECTORS, INCLUDING INSTALLATION, TO CITIZENS LIVING IN SINGLE-FAMILY HOMES. TENS OF THOUSANDS HAVE BEEN INSTALLED THROUGHOUT SAN ANTONIO SINCE THE PROGRAM'S INCEPTION. THOSE IN NEED CONTACT THE UWSA 2-1-1 HELP LINE. IN FY25, 437 CALLERS MADE INQUIRIES YIELDING 439 SMOKE DETECTOR NEEDS. D) 2-1-1 MIDDLE RIO GRANDE AND GOLDEN CRESCENT AREA INFORMATION CENTERS GRANTS: OUR ALAMO AREA INFORMATION CENTER ENSURES REGIONAL EXTENDED AFTER-HOURS COVERAGE (EVENINGS, WEEKENDS, AND HOLIDAYS) FOR TWO AREA INFORMATION CENTERS TO ENSURE ALL RESIDENTS IN TEXAS HAVE ACCESS TO INFORMATION AND REFERRAL SERVICES 24 HOURS A DAY. IN FY25, WE ASSISTED 688 CALLERS FROM MIDDLE RIO GRANDE AND 731 CALLERS FROM GOLDEN CRESCENT, FOR A TOTAL OF 1,419 CALLERS. IN FY2026 UWSA WILL ASSUME FULL TIME RESPONSIBILITY FOR THESE SERVICE AREAS. E) MISSION UNITED: HOME TO JOINT BASE SAN ANTONIO-RANDOLPH, JBSA-FORT SAM HOUSTON, JBSA-LACKLAND AND JBSA-CAMP BULLIS, SAN ANTONIO IS KNOWN AS MILITARY CITY, USA. IN 2015, OUT OF CONCERN FOR HIGHLY STRESSED AND VULNERABLE MILITARY FAMILIES, UWSA CREATED MISSION UNITED TO HELP MILITARY/VETERAN FAMILIES NAVIGATE THE COMPLEX ARRAY OF COMMUNITY AND MILITARY SUPPORT PROGRAMS. IN FY25, MISSION UNITED RECEIVED OVER 2,449 MILITARY CALLS THROUGH OUR 2-1-1 HELP LINE. IN ADDITION, MISSION UNITED CONDUCTED OVER 245 FOLLOW-UP CALLS CONNECTING ACTIVE-DUTY SERVICE MEMBERS, RESERVISTS, VETERANS, AND THEIR FAMILIES TO VITAL COMMUNITY RESOURCES. F) LABOR RELATIONS: SINCE THE MID-1970S, UWSA HAS HAD A STAFF LABOR LIAISON. THE STAFF MEMBER WORKS WITH LABOR LEADERS AND THEIR MEMBERSHIP IN YEAR-ROUND ENGAGEMENT WITH A FOCUS FOR SUPPORTING THE UWSA COMMUNITY CAMPAIGN THROUGH COMMUNICATIONS, PRESENTATIONS, TRAINING SESSIONS, AND EVENTS. THEY EMPHASIZE THE 2-1-1 HELP LINE FOR HEALTH AND HUMAN SERVICES, REFERRALS AND INFORMATION. THE LABOR LIAISON ALSO WORKS ON DISASTER RELIEF EFFORTS AND, WHEN AVAILABLE, IS CALLED TO COORDINATE WITH THE LABOR UNIONS AFFECTED. |
| FORM 990, PART III, LINE 4C, PROGRAM SERVICE ACCOMPLISHMENTS - CONTINUED: | 2) EMERGING LEADERS: FOUNDED IN 2014, UWSA'S EMERGING LEADERS ENGAGES YOUNG PROFESSIONALS IN UWSA'S WORK TO STRENGTHEN THE GREATER SAN ANTONIO COMMUNITY. EMERGING LEADERS SUPPORT UWSA THROUGH PHILANTHROPIC EFFORTS, NETWORKING, VOLUNTEERISM, AND PROFESSIONAL DEVELOPMENT OPPORTUNITIES. IN FY25, EMERGING LEADERS HAD OVER 2,300 MEMBERS, 233 VOLUNTEERS LOGGED VOLUNTEER HOURS AT THREE (3) COMMUNITY EVENTS. ADDITIONALLY, VOLUNTEERS PACKAGED OVER 100 LITERACY KITS FOR UNHOUSED YOUTH, DISTRIBUTED OVER 10,000+ POUNDS OF FOOD TO LOCAL ACTIVE DUTY AND MILITARY VETERANS, AND DONATED 100 WARM CLOTHING ITEMS (COATS, JACKETS, HATS, GLOVES, SCARVES) FOR FAMILIES IN NEED. 3) THE UWSA VOLUNTEER CENTER: BEXAR COUNTY'S LARGEST RESOURCE DEVOTED SOLELY TO THE PROMOTION AND NURTURING OF VOLUNTEERISM AND COMMUNITY SERVICE. THE CENTER MOBILIZES THOUSANDS OF VOLUNTEERS FOR COMMUNITY-WIDE CIVIC EVENTS AND UWSA SIGNATURE EVENTS. A) SAN ANTONIO VOLUNTEER ADMINISTRATORS (SAVA): A PROFESSIONAL ORGANIZATION FOR VOLUNTEER ADMINISTRATORS WHO HAVE VOLUNTEER MANAGEMENT RESPONSIBILITIES OR INTERESTS. MEMBERS PARTICIPATE IN BI-MONTHLY MEETINGS AND LUNCH-AND-LEARNS, TRAINING WORKSHOPS, AND MAKE VALUABLE CONNECTIONS WITH OTHER VOLUNTEER MANAGEMENT PROFESSIONALS. DIVERSE COMMITTEES PROVIDE SAVA MEMBERS WITH THE OPPORTUNITY TO PARTICIPATE IN ORGANIZATIONAL DEVELOPMENT AS WELL AS SUPPORTING SAVA SERVICES AND RESOURCES. B) SHOEBOX PROJECT: UNITED WAY OF SAN ANTONIO AND BEXAR COUNTY'S ANNUAL SHOEBOX PROJECT AIMS TO PROVIDE SHOEBOXES FILLED WITH BASIC COMFORTS LIKE SOAP, SHAMPOO, TOOTHPASTE AND OTHER PERSONAL-CARE ITEMS TO THOSE IN NEED LOCALLY. FOR FISCAL YEAR 2025, THE CAMPAIGN RAN FROM APRIL 1 TO MAY 27, HAD MORE THAN 500 INDIVIDUAL VOLUNTEERS AND 16 LOCAL AGENCIES DISTRIBUTING BOXES TO THEIR CLIENTS. THE PROJECT WAS A TREMENDOUS SUCCESS WITH OVER 8,000 SHOEBOXES FULL OF EVERYDAY TOILETRIES DELIVERED TO PEOPLE IN NEED. C) WRITE START: THE WRITE START PROJECT IS A SCHOOL SUPPLY DRIVE BY UNITED WAY OF SAN ANTONIO AND BEXAR COUNTY THAT BENEFITS LOCAL EDUCATORS. EACH YEAR, OUR COMMUNITY UNITES TO SHOW TEACHERS OUR APPRECIATION FOR EVERYTHING THEY DO FOR OUR CHILDREN. IN AUGUST 2024, UNITED WAY VOLUNTEERS ASSEMBLED MORE THAN 2,500 BAGS WITH OVER $40,180 IN SCHOOL SUPPLIES AND DELIVERED THEM TO THOUSANDS OF GRATEFUL EDUCATORS IN TWO LOCAL SCHOOL DISTRICTS. 4) BEXAR NECESSITIES: BEXAR NECESSITIES COLLABORATES WITH COMMUNITY PARTNERS (NONPROFITS, UNIVERSITIES, HOSPITALS, PUBLIC SECTOR ORGANIZATIONS AND THE FAITH-BASED COMMUNITY) VIA AN EMAIL LISTSERV TO FILL THE NEEDS OF INDIVIDUALS WHO ARE SEEKING HELP. IT IS AN "ELECTRONIC BULLETIN BOARD" ALLOWING NONPROFIT AGENCIES TO POST REQUESTS FOR DIFFICULT-TO-LOCATE RESOURCES AND ACCESS INFORMATION ABOUT SERVICE AVAILABILITY OR CHANGES. IN 2024 THERE WERE 2,675 MEMBERS. IN 2025, 469 WERE ADDED FOR A TOTAL OF 3,144 TO DATE. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS REVIEWED BY THE AUDIT COMMITTEE WITH MANAGEMENT AND THE CPA THAT PREPARED THE TAX RETURN. UPON APPROVAL OF THE TAX RETURN BY THE AUDIT COMMITTEE, IT IS PRESENTED TO THE BOARD BEFORE BEING FILED. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE WRITTEN CONFLICT OF INTEREST POLICY IS CONTAINED WITHIN THE EMPLOYEE HANDBOOK. ANNUALLY, ALL EMPLOYEES, OFFICERS AND TRUSTEES ARE ASKED TO READ THE POLICY AND CONFIRM IN WRITING COMPLIANCE WITH THE POLICY. |
| FORM 990, PART VI, SECTION B, LINE 15 | UWSA HAS ESTABLISHED COMPENSATION POLICIES THAT INCLUDE DEFINED PAY GRADES AND SALARY RANGES FOR ALL POSITIONS, BASED ON MARKET DATA AVAILABLE AT THE TIME POSITIONS ARE CREATED. ON AN ANNUAL BASIS, AN INDEPENDENT COMPENSATION SPECIALIST FROM A LOCAL FORTUNE 500 COMPANY REVIEWS COMPARABLE COMPENSATION DATA FOR ALL PAY GRADES USING LOCAL AND NATIONAL NONPROFIT AND FORPROFIT MARKET DATA. IN APRIL 2025, UWSA ALSO ENGAGED AN INDEPENDENT THIRDPARTY COMPENSATION CONSULTANT TO CONDUCT A COMPREHENSIVE REVIEW OF TOTAL COMPENSATION FOR THE CHIEF EXECUTIVE OFFICER AND OTHER SENIOR LEADERSHIP TEAM MEMBERS. THE BOARD OF DIRECTORS, THROUGH ITS HUMAN RESOURCES COMMITTEE AND DESIGNATED COMPENSATION COMMITTEE, REVIEWS THE COMPARABILITY DATA AND CONSULTANT RECOMMENDATIONS, AND THE FULL BOARD APPROVES FINAL COMPENSATION DECISIONS. |
| FORM 990, PART VI, SECTION C, LINE 18 | UWSA'S FORM 990 IS AVAILABLE UPON REQUEST AND ALSO ON GUIDESTAR'S WEBSITE. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, FINANCIAL STATEMENTS, AND FORM 990 ARE AVAILABLE UPON REQUEST. |
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