2021-12-09T14:25:05-06:00 2021-06-30 721202445 POSTLETHWAITE & NETTERVILLE ONE GALLERIA BLVD STE 2100 METAIRIE LA 70001 990 2020-07-01 720471369 UNITED WAY OF SOUTHEAST LOUISIANA UNIT 5048225540 2515 CANAL STREET NEW ORLEANS LA 70119 DEBRA MODLIN CFO 5048225540 2021-11-14 1 DEBRA MODLIN 999009999 SHARON CASSIERE P00543368 5048375990 2 AAL1 IAL1 2020 2022-09-23 18:48:47Z MICHAEL WILLIAMSON 2515 CANAL STREET NEW ORLEANS LA 70119 20389357 0 X UNITEDWAYSELA.ORG X 1952 LA TO ERADICATE POVERTY IN SOUTHEAST LOUISIANA. 25 25 57 5429 0 0 14456408 20025538 77214 72715 238087 187358 -101069 280 14670640 20285891 9127673 6861574 0 0 4327024 4207358 0 0 1423788 1634823 1628599 15089520 12697531 -418880 7588360 19163069 28095586 5337954 5219766 13825115 22875820 X UNITED WAY OF SOUTHEAST LOUISIANA (UWSELA) IS A NOT-FOR-PROFIT 501(C)(3) CHARITABLE ORGANIZATION FOUNDED IN 1952 SERVING RESIDENTS OF JEFFERSON, ORLEANS, PLAQUEMINES, ST. BERNARD, ST. TAMMANY, TANGIPAHOA AND WASHINGTON PARISHES AND GOVERNED BY A VOLUNTEER BOARD. UWSELA'S MISSION IS TO ERADICATE POVERTY IN SOUTHEAST LOUISIANA. UWSELA COLLABORATES WITH GOVERNMENT, BUSINESSES, FAITH GROUPS AND OTHER NONPROFITS IN THE SEVEN PARISH REGION TO IDENTIFY AND ADDRESS SERIOUS ISSUES. UWSELA RAISES FUNDS THROUGH AN ANNUAL WORKPLACE CAMPAIGN, INDIVIDUAL AND CORPORATE GIFTS, GRANTS AND PARTNERSHIPS. UWSELA PROVIDES GRANTS TO SUPPORT PROGRAMS AND GROUPS WORKING TOGETHER IN A COLLABORATIVE WAY THAT SUPPORTS OUR VISION OF "EQUITABLE COMMUNITIES WHERE ALL INDIVIDUALS ARE HEALTHY, EDUCATED, AND ECONOMICALLY STABLE." 0 0 4962256 4512677 90932 COMMUNITY IMPACT - STRATEGIC PLANNING & FUND DISTRIBUTION: UNITED WAY OF SOUTHEAST LOUISIANA (UWSELA) HAS A BOLD VISION FOR ERADICATING POVERTY IN SELA. GRANT-MAKING SUPPORTS THE VISION OF "EQUITABLE COMMUNITIES WHERE ALL INDIVIDUALS ARE HEALTHY, EDUCATED AND ECONOMICALLY STABLE." THIS MEANS BOTH A SHARPENED FOCUS ON POVERTY THROUGH SUPPORTING THE CRITICAL PROGRAMS THAT FORM THE BEDROCK OF SERVING OUR POPULATION, AND A SYSTEMS CHANGE APPROACH CENTERED ON COLLABORATION. OUR GRANT-MAKING IS ROOTED IN ADDRESSING THE COMPLEX INTERPLAY OF SYMPTOMS AND DRIVERS OF POVERTY IN THE REGION. IN 2016, UNITED WAY LAUNCHED ITS FIRST CYCLE OF GRANTS TO SUPPORT PROGRAMS AND GROUPS WORKING TOGETHER IN A COLLABORATIVE WAY TO ADDRESS THE OUTCOMES IN OUR BLUEPRINT FOR PROSPERITY. THIS PORTION OF THE COMMUNITY IMPACT DIVISION, AS DISTINCT FROM THE INITIATIVES AND PROGRAMS IT COORDINATES, IS RESPONSIBLE FOR THE ANNUAL STRATEGIC GRANTS FUNDING PROCESSES. IT DEVELOPS STRATEGIC PLANS TO GUIDE THE FUNDING PROCESSES AND PROGRAM OR INITIATIVE DEVELOPMENT, AND ESTABLISHES AND MONITORS MEASURES OF PROGRAM SUCCESS AND FINANCIAL ACCOUNTABILITY. ACCOMPLISHMENTS: PROGRAM GRANTS: TOTAL # OF PEOPLE SERVED BY OUR 76 GRANT PARTNERS FROM JULY 1, 2020-JUNE 30, 2021 - 222,302. UWSELA FUNDED 76 PROGRAMS FROM JULY 1, 2020-JUNE 30, 2021 TO ADDRESS PRIORITIES SUCH AS HOUSING, MEDICAL AND MENTAL HEALTH CARE, CHILD AND ADULT CARE AND ACADEMIC SUPPORTS. UWSELA ANSWERED OVER 222,302 APPEALS FOR HELP FROM OUR COMMUNITY. 1965582 1035126 COVID-19 IMPACT: IN MARCH 2020, UNITED WAY OF SOUTHEAST LOUISIANA (UWSELA) TRANSITIONED TO COVID-19 RESPONSE GENERATING OVER $10 MILLION (MARCH-JUNE) AND OVER $5 MILLION (JULY-DECEMBER). WE WERE ABLE TO RESPOND TO THE SUFFERING IN REAL TIME AND PROVIDE VITAL SERVICES FOR THOSE WHO FOUND THEMSELVES IN CRISIS MANY FOR THE FIRST TIME.DUE TO THE GENEROSITY OF OUR SUPPORTERS YEAR ROUND, WE WERE ABLE TO QUICKLY PIVOT AND PROVIDE MUCH-NEEDED RELIEF TO VULNERABLE INDIVIDUALS AND ORGANIZATIONS. IN TIMES OF CRISIS, IT'S NOT JUST ABOUT PROVIDING EMERGENCY FINANCIAL ASSISTANCE BUT ALSO ABOUT ENSURING HOUSEHOLDS AND COMMUNITY PARTNERS HAVE EQUITABLE ACCESS TO THE FULL SCOPE OF SUPPORTS NECESSARY TO ACHIEVE STABILITY, AND, ULTIMATELY, PROSPERITY. UWSELA IS ALREADY ON THE FRONT LINES, MOBILIZING TO PROVIDE VITAL SERVICES FOR THOSE IN NEED. UNITED WAY CONTINUES TO DO WHAT WE'VE ALWAYS DONE - TACKLE THE UNDERLYING PROBLEMS COMMUNITY BY COMMUNITY.ALICE (ASSET LIMITED, INCOME CONSTRAINED, EMPLOYED)WHEN COVID-19 HIT, MORE THAN 576,000 LOUISIANA HOUSEHOLDS WERE ALREADY ONE EMERGENCY AWAY FROM FINANCIAL RUIN, A 10-YEAR RECORD HIGH, SETTING THE STAGE FOR THE ECONOMIC IMPACT OF THE CRISIS -- ACCORDING TO THE STATE'S LATEST ALICE (ASSET LIMITED, INCOME CONSTRAINED, EMPLOYED) REPORT, RELEASED AUG. 6, 2020.WITH INCOME ABOVE THE FEDERAL POVERTY LEVEL, ALICE HOUSEHOLDS EARN TOO MUCH TO QUALIFY AS "POOR" BUT ARE STILL UNABLE TO COVER THE BASICS OF HOUSING, CHILD CARE, FOOD, TRANSPORTATION, HEALTH CARE, AND TECHNOLOGY IN THE PARISHES WHERE THEY LIVE. THERE WERE OVER 262,500 HOUSEHOLDS LIVING BELOW THE ALICE THRESHOLD (ALICE AND POVERTY COMBINED) IN SOUTHEAST LOUISIANA BEFORE THE PANDEMIC HIT.WITH HEALTH RISKS, BUSINESSES AND SCHOOLS SHUTTERING, AND UNEMPLOYMENT SPIKING, COVID-19 MADE IT HARDER THAN EVER BEFORE FOR PEOPLE TO MEET BASIC NEEDS. WE KNOW THAT INEQUITIES EXISTED BEFORE THIS PANDEMIC, AND THOSE GAPS IN ACCESS TO RESOURCES HAVE BEEN MAGNIFIED BY DISPROPORTIONATE AND DISPARATE EFFECTS OF COVID-19 ON SOME PARTS OF OUR COMMUNITY. UWSELA WAS UNIQUELY WELL-POSITIONED TO UNDERSTAND AND LEAD COMMUNITY MOBILIZATION THANKS TO OUR BLUEPRINT FOR PROSPERITY. OUR BLUEPRINT'S HOLISTIC APPROACH TO GENERATING IMPACT CONTINUES TO GUIDE US AS WE LEAD IMMEDIATE COVID-19 RELIEF EFFORTS AND SHIFT TOWARD LONG-TERM RECOVERY STRATEGIES DESIGNED TO STABILIZE ALICE HOUSEHOLDS THROUGHOUT OUR REGION. $5 MILLION IN DIRECT COMMUNITY IMPACT (JULY 2020-JUNE 2021) HOSPITALITY CARES PANDEMIC RELIEF FUND: PHASE 2 OF OUR HOSPITALITY CARES PANDEMIC RESPONSE FUND PROVIDED LEGAL SUPPORT AND COUNSELING SERVICES FOR HOSPITALITY INDUSTRY PROFESSIONALS IN PARTNERSHIP WITH SOUTHEAST LOUISIANA LEGAL SERVICES (SLLS) AND THE LOYOLA CENTER FOR COUNSELING AND EDUCATION (LCCE). UWSELA AND PARTNERS EXPECT TO PROVIDE OVER 3,000 HOURS OF MENTAL HEALTH TREATMENT, 800 HOURS OF CIVIL LEGAL SERVICE AND TRAINING TO 150 SUPPORT STAFF AND VOLUNTEERS TO AID IN THE LONG-TERM RECOVERY OF HOSPITALITY WORKERS. (HTTPS://WWW.UNITEDWAYSELA.ORG/NEWS/HOSPITALITY-CARES-PANDEMIC-RESPONSE -FUND-AWARDS-24M-GRANTS-OPENS-PHASE-II-SUPPORT-INDUSTRY)UNITED FOR EARLY CARE AND EDUCATION: IN PARTNERSHIP WITH AGENDA FOR CHILDREN AND LOYOLA UNIVERSITY NEW ORLEANS COLLEGE OF LAW, WE ARE PROVIDING TECHNICAL ASSISTANCE, EXPERTISE, AND ONE-ON-ONE COACHING TO CHILD CARE PROVIDERS IN SOUTHEAST LOUISIANA TO HELP THEM SECURE AND MANAGE FEDERAL/STATE FUNDING, WITH A FOCUS ON PPP LOANS. THIS CHILD CARE PROVIDER ASSISTANCE PROGRAM OFFERS SUPPORT TO HELP PROVIDERS NAVIGATE NEW PUBLIC FUNDING AND SUPPORTS ROLLED OUT IN RESPONSE TO THE COVID-19 PANDEMIC. TO DATE, THIS PROGRAM IS SUPPORTING OVER 68 ECE CENTERS ACROSS OUR SEVEN-PARISH REGION AND MANAGING OVER $4.2 MILLION IN PUBLIC FUNDS. (HTTPS://WWW.UNITEDWAYSELA.ORG/ECE_OPENS_PHASE3)SAVING OUR SELVES, UNITED WAY & BET: OVERSAW AN ADDITIONAL $315,000 ($1.7M IN PRIOR FISCAL) TO FUND LOCAL NONPROFITS/PROGRAMS TO ADDRESS THE DISPROPORTIONATE IMPACTS OF COVID-19 ON BLACK COMMUNITIES. ALL FUNDED PROGRAMS FOCUSED ON HOUSING AND UTILITIES ASSISTANCE, WORKFORCE DEVELOPMENT, ACCESS TO NUTRITION, ACCESS TO HEALTH CARE, ACCESS TO STUDENT LEARNING SUPPORTS (HTTPS://WWW.UNITEDWAYSELA.ORG/BETS-SAVING-OUR-SELVES-COVID-19-RELIEF- EFFORT)311 MEAL DELIVERIES VIA UNITED WAY HANDSON ENTERGY VOLUNTEER CENTER & DOORDASH: 1,279 VOLUNTEERS ENGAGED VIA MEAL KIT PREPARATIONS AND DELIVERIES TO HOMEBOUND OLDER ADULTS AND INDIVIDUALS. FOOD BOXES AND HOUSEHOLD SUPPLIES WERE DELIVERED TO NEARLY 47,712 VULNERABLE SENIORS THROUGHOUT NEW ORLEANS PARISH.UNITED FOR GROCERY WORKERS FUND: IN PARTNERSHIP WITH ANTHONY MACKIE, ENTERGY CORPORATION, AND THE NEW ORLEANS COUNCIL ON AGING, PROVIDED ONE-TIME ENTERGY BILL ASSISTANCE TO GROCERY STORE WORKERS LIVING IN ORLEANS PARISH (HTTPS://WWW.UNITEDWAYSELA.ORG/NEWS/ANTHONY-MACKIE-PARTNERS-LAUNCH- GROCERY-WORKER-ASSISTANCE-FUND) MORTGAGE AND RENTAL ASSISTANCE: PROVIDED OVER $430,000 IN MORTGAGE AND RENTAL ASSISTANCE PROGRAM TO HOUSEHOLDS STRUGGLING TO MAKE ENDS MEET IN SOUTHEAST LOUISIANA. LAUNCHED FIRST LOCAL SPANISH AND VIETNAMESE COVID-19 HOTLINES: UNITED WAY OF SOUTHEAST LOUISIANA AND 504HEALTHNET LAUNCHED THE FIRST LOCAL SPANISH AND VIETNAMESE COVID-19 HOTLINES TO REACH UNDERSERVED POPULATIONS IN THE GREATER NEW ORLEANS REGION AND PROVIDE EDUCATION ON HOW, WHERE AND WHEN RESIDENTS CAN GET COVID-19 VACCINES. (HTTPS://WWW.UNITEDWAYSELA.ORG/UNITED-WAY-504HEALTHNET-LAUNCH-LOCAL- COVID-19-HOTLINES) 791941 476866 HURRICANE LAURA SUPPORT: SUPPORTED 7,000+ EVACUEES BY COLLECTING $445,000 IN SUPPLY DONATIONS, CREATING 2,000 CARE BAGS, AND DISTRIBUTING $25,000 IN FREE UBER RIDES. ALSO RAISED OVER $180,000 COLLECTIVELY WITH SAINTS PRO BOWLER CAM JORDAN AND PARTNERED WITH AMERICAN RED CROSS OF LOUISIANA TO PROVIDE FINANCIAL ASSISTANCE TO HELP FAMILIES RETURN HOME. UNITED WAY OF SOUTHEAST LOUISIANA WILL CONTINUE TO UTILIZE DISASTER TO SERVE AS A CATALYST FOR INNOVATION AND CONTINUE TO UTILIZE THAT ABILITY TO REDEFINE UNITED WAY PARTNERSHIPS AND HOW WE DRIVE IMPACT ACROSS THE SEVEN PARISHES WE SERVE. 761579 491862 J. WAYNE LEONARD PROSPERITY CENTER:UNITED WAY OF SOUTHEAST LOUISIANA'S J. WAYNE LEONARD PROSPERITY CENTER IS A ONE-STOP FINANCIAL CAPABILITY CENTER THAT CONNECTS INDIVIDUALS TO A COMBINATION OF TEN FINANCIAL CAPABILITY SERVICES AT NO COST TO PARTICIPANTS.SERVICES OFFERED ARE:FINANCIAL EDUCATION FINANCIAL COACHING FINANCIAL COUNSELING CREDIT COUNSELING CREDIT BUILDING ACCESS TO SAFE AND AFFORDABLE FINANCIAL PRODUCTS FREE TAX PREPARATION ASSISTANCE ACCESS TO FEDERAL AND STATE INCENTIVIZED SAVINGS PROGRAMS ASSET OWNERSHIP PROGRAMSUNITED WAY OF SOUTHEAST LOUISIANA'S EXPERT FINANCIAL CAPABILITY TEAM DESIGNED A FINANCIAL EDUCATION CURRICULUM AND RESOURCE GUIDE TO EDUCATE AND BRING AWARENESS TO THE COMMUNITY ABOUT WHAT IT MEANS TO BE FINANCIALLY STABLE AND THE STEPS INDIVIDUALS AND FAMILIES CAN TAKE TO ACHIEVE FINANCIAL STABILITY. WE HAVE UTILIZED THE CURRICULUM WITH THE COMMUNITY, CIVIC, AND PRIVATE PARTNERS WITH UNIFORMLY OUTSTANDING RESULTS. WE HAVE USED THE GUIDE WITH THE INDIVIDUAL DEVELOPMENT ACCOUNT (IDA) PARTICIPANTS FOR THE PAST TWO AND A HALF YEARS, AND WE HAVE RECEIVED EXCELLENT FEEDBACK FROM THEM. WE ARE ALSO USING THE CURRICULUM WITH OPPORTUNITY CENTERS THROUGH NEW ORLEANS BUSINESS ALLIANCE JOB READINESS TRAINING PROGRAM THAT TARGETS THE 52% OF THE AFRICAN AMERICAN MALES WHO ARE UNEMPLOYED. ADDITIONALLY, WE CONDUCTED TRAINING FOR ENTRY-LEVEL EMPLOYEES AT A LOCAL BUSINESS, ASSOCIATED TERMINALS/TURN SERVICES. THE FEEDBACK FROM PARTICIPANTS WAS EXTREMELY POSITIVE! SINCE PARTNERING WITH OPPORTUNITY CENTERS THROUGH NEW ORLEANS BUSINESS ALLIANCE AND CITY OF NEW ORLEANS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA), WE HAVE EDUCATED OVER 603 PARTICIPANTS IN GROUP TRAINING ABOUT THE ESSENTIAL COMPONENTS OF FINANCIAL EDUCATION. THE TRAINING CONSISTS OF A COMPREHENSIVE CURRICULUM WHICH FOCUSES ON VARIOUS PERSONAL FINANCIAL MANAGEMENT TOPICS WITH THE GOAL OF WEALTH CREATION, ASSET DEVELOPMENT, AND LONG-TERM FINANCIAL SECURITY. THE CONTENT MATERIAL IS BASED ON UWSELA FINANCIAL EDUCATION CURRICULUM AND RESOURCE GUIDE WHICH IS INFLUENCED BY OTHER MONEY MANAGEMENT TRAINING COURSE SUCH AFI FINANCIAL LITERACY CORE COMPETENCIES, FREDDIE MAC'S CREDITSMART, FDIC'S MONEY SMART CURRICULUM, THE FEDERAL RESERVE BANK'S BUILDING WEALTH, CONSUMER ACTION'S MONEYWISE AND A VARIETY OF OTHER FINANCIAL TOOLS AND RESOURCES. THE OBJECTIVE OF THE GROUP TRAINING IS TO INTRODUCE FINANCIAL MANAGEMENT TO THE PARTICIPANTS WITH HOPES OF PROVIDING THEM WITH A MORE IN-DEPTH, ONE-ON-ONE COACHING SESSIONS. THESE COACHING SESSIONS EMPOWER STRIVE NOLA PARTICIPANTS TO ACHIEVE FINANCIAL STABILITY AND LONG-TERM SUCCESS. UWSELA SPECIALISTS OFFER PARTICIPANTS AND THEIR FAMILY WITH THE TOOLS TO CREATE HOUSEHOLD BUDGETS, SAVE MONEY OVER TIME, REDUCE DEBT AND IMPROVE CREDIT SCORES. IT HAS PROVEN TO BE VERY SUCCESSFUL FOR MANY OF THE PARTICIPANTS WHO HAVE TAKEN ADVANTAGE OF THE ONE-ON-ONE COACHING. THROUGH THE PARTNERSHIP WITH NEW ORLEANS BUSINESS ALLIANCE AND CITY OF NEW ORLEANS WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) GRANT, UWSELA HAS PROVIDED ONE-ON-ONE COACHING TO 376 PARTICIPANTS. 89% OF THE PARTICIPANTS HAVE NOT CHECKED THEIR CREDIT REPORT IN OVER A YEAR, AND MOST OF THE TIME THEY ARE AFRAID OF THE UNKNOWN. 75% OF THE PARTICIPANTS HAVE DISPUTED INCORRECT ITEMS ON THEIR CREDIT REPORTS, OF THOSE PARTICIPANTS SEVERAL WERE INCARCERATED LEAVING THEIR CREDIT VULNERABLE FOR FRAUD AND MISUSED BY FAMILY MEMBERS. WE HAVE SEEN AN INCREASE IN CREDIT SCORES AVERAGING 91 POINTS OVER A SPAN OF THREE MONTHS, AN INCREASE IN SAVING AND AN INCREASE IN ESTABLISHING OR RE-ESTABLISHING POSITIVE CREDIT. A DECREASE IN DEBT REDUCTIONS OF $552 ON AVERAGE, A DECREASE IN CREDIT UTILIZATION BY 47% AND A HALT IN APPLYING FOR NEW CREDIT. SEVERAL PARTICIPANTS HAVE OPENED SAVINGS AND CHECKING ACCOUNTS WITH HOPE FEDERAL CREDIT UNION. MANY OTHERS ARE PLANNING TO OPEN BANK ACCOUNTS ONCE THEY BEGIN WORKING. SEVERAL GRADUATES ARE CURRENT PARTICIPANTS IN THE UWSELA INDIVIDUAL DEVELOPMENT ACCOUNTS. 449364 49258 LOUISIANA PRISONER RE-ENTRY INITIATIVE (LAPRI) COLLABORATIVE:- 2020-2021 REPRESENTED YEAR TWO OF A THREE-YEAR INITIATIVE. - YEAR 2 OF THE LOUISIANA PRISON REENTRY INITIATIVE (LAPRI) STARTED STRONG AND ON TRACK - THE JEFFERSON PARISH CIG PROGRAM YEAR TWO PROGRAM GOAL WAS TO INCREASE THE NUMBER OF PARTICIPANTS THAT WERE SERVED IN YEAR ONE. - IN YEAR TWO, THE GOAL WAS TO SERVE 60 RETURNING CITIZENS THAT WERE MODERATE TO HIGH RISK OF RECIDIVATING (BEING REARRESTED AND RETURNING BACK TO PRISON). - CLIENTS WERE TO BE REFERRED BY THE DEPARTMENT OF PUBLIC SAFETY AND CORRECTIONS (DPS&C). - PROGRAM PARTNERS INCLUDE THE LOUISIANA DEPARTMENT OF PUBLIC SAFETY AND CORRECTIONS THAT WERE THE SOURCE OF THE REFERRALS, CATHOLIC CHARITIES TO PROVIDE CASE MANAGEMENT SERVICES, JUSTICE AND ACCOUNTABILITY CENTER, SOUTHEAST LEGAL SERVICES AND LOYOLA UNIVERSITY SCHOOL OF LAW TO PROVIDE CIVIL LEGAL SERVICES TO ADDRESS ANY LEGAL BARRIERS AN INDIVIDUAL MAY HAVE. LOUISIANA PUBLIC HEALTH INSTITUTE IS THE EVALUATION PARTNER TO EVALUATE THE EFFICACY OF THE LAPRI MODEL AND ITS IMPLEMENTATION. - 2 ADDITIONAL STAFF MEMBERS WERE HIRED TO SUPPORT LAPRI, A PROGRAM DIRECTOR AND A PROGRAM COORDINATOR. - FUNDING PARTNERS INCLUDE THE LOUISIANA DEPARTMENT OF PUBLIC SAFETY AND CORRECTIONS AND THE JEFFERSON PARIS COUNCIL. - OVER THE SECOND YEAR FUNDING WAS SECURED FROM THE JEFFERSON PARISH COUNCIL AND A PORTION OF DONATED FUNDS WAS ALLOCATED TO SUPPORT THE INITIATIVE. - ONE MONTH INTO THE PROGRAM YEAR, THE COVID-19 PANDEMIC SWEPT ACROSS LOUISIANA AND THE WORLD. - LOUISIANA ENACTED A STAY-AT-HOME ORDER WHICH COMPLETELY ALTERED DAILY LIFE FOR ALL LOUISIANANS. - DUE TO THE COVID-19 PANDEMIC CONDITIONS, COMMUNICATION CHANNELS BETWEEN CIG SERVICE PROVIDERS AND PARTICIPANTS WERE RESTRICTIVE, THE COURTS STOPPED TEMPORARILY SUSPENDED COURT PROCEEDINGS, REFERRALS FROM DPS&C WERE SUSPENDED, AND ALL SUB- CONTRACTORS OF THE GRANT BEGAN WORKING VIRTUALLY. - ENGAGING CLIENTS VIRTUALLY AS A PART OF THE IN-REACH PROCESS WITHIN THE CORRECTIONAL FACILITY PRESENTED CHALLENGES FOR SOME OF THE CORRECTIONAL FACILITIES BECAUSE THE FACILITIES WERE NOT STRUCTURED TO ALLOW PROVIDERS TO ACCESS CLIENTS VIRTUALLY.- THE JEFFERSON PARISH CIG PROGRAM WAS INNOVATIVE AND ADAPTIVE TO THE CHALLENGES OF OPERATING DURING A WORLDWIDE PANDEMIC. - THE PROGRAM STRUCTURE WAS MODIFIED TO ACCEPT REFERRALS FROM THE COMMUNITY, SERVICE PROVIDERS, PROGRAM PARTICIPANTS, PROBATION AND PAROLE, ALLEN CORRECTIONAL FACILITY, RAYMOND LABORDE CORRECTIONAL FACILITY AND REENTRY TRANSITIONAL SPECIALISTS WORKING IN OTHER PARISH JAILS AND STATE CORRECTIONAL FACILITIES ACROSS LOUISIANA. - IN SPITE OF THE CHALLENGES PRESENTED BY COVID-19, IN YEAR 2, WE RECEIVED 40 REFERRALS; 26 OF THOSE REFERRED WERE ENROLLED IN THE PROGRAM.- THE LEGAL SERVICES TEAM CONTINUED TO SERVE OUR CLIENTS TO INCLUDE GETTING CONTEMPT(S) OF COURT WAIVED, REDUCING PARTICIPANT FINES, FEES AND CONSUMER DEBTS, APPLYING FOR DISABILITY BENEFITS AND APPEALING ANY DENIAL OF BENEFITS (SNAP, MEDICAID, HOUSING AND ETC.). - PARTICIPANTS RECEIVING WORKFORCE SERVICES WERE CONNECTED TO EMPLOYMENT WITH VARIOUS SECTORS TO INCLUDE TRUCKING, CONSTRUCTION, LANDSCAPING, WAREHOUSING, RESTAURANT AND CULINARY SERVICES AND OFFSHORE EMPLOYMENT. - WE CONTINUED TO ENGAGE THE COMMUNITY THROUGH JEFFERSON PARISH REENTRY COALITION MEETINGS HELD VIRTUALLY.ACCOMPLISHMENTS INCLUDE:- SERVED A TOTAL OF 38 PARTICIPANTS IN YEAR 2. - 100% OF THE 38 PARTICIPANTS WERE ASSESSED FOR NEEDS, RISK, AND RESPONSIVITY BY CASE MANAGEMENT. - 100% OF THE 38 PARTICIPANTS RECEIVED AN INTENSIVE CASE MANAGEMENT PLAN. - 75% WERE CONNECTED TO PERMANENT EMPLOYMENT. - 95% WERE ENROLLED IN BENEFITS UPON THEIR RELEASE. - 82% OF THE PARTICIPANTS COMPLETE THE PROGRAM SIX-MONTHS, POST RELEASE, WITHOUT A TECHNICAL VIOLATION. - 16 CLIENTS HAD DEBTS CLEARED AND/OR ATTACHMENTS LIFTED - 43 SEPARATE PAYMENT PLANS OR WAIVERS WERE GRANTED - 37 WARRANTS/ATTACHMENTS WERE LIFTED - $22,389.50 IN TOTAL DEBT WAS WAIVED. 418235 VITA, EITC, AND SINGLE STOP:VITA IS THE VOLUNTEER INCOME TAX ASSISTANCE PROGRAM THAT ASSISTS LOW-TO-MODERATE INCOME WORKERS WITH FREE TAX PREPARATION SERVICES TO KEEP ALL OF THEIR TAX REFUNDS IN THEIR POCKETS. IRS TRAINED VITA VOLUNTEERS HELP THE TAXPAYERS AVOID PAYING HIGH FEES AND PREDATORY LENDING PRACTICES. THE VOLUNTEERS MAKE SURE THAT THE TAXPAYERS TAKE ADVANTAGE OF ALL CREDITS SUCH AS EARNED INCOME TAX CREDITS (EITC), CHILD TAX CREDITS, ETC. EITC IS THE NATION'S LARGEST ANTI-POVERTY PROGRAM THAT HELPS TO BRING LOW INCOME FAMILIES OUT OF POVERTY. UNITED WAY CONDUCTS MARKETING AND OUTREACH ON THE VITA PROGRAM AND EITC THROUGHOUT OUR SEVEN PARISH SERVICE AREA AND BEYOND. UNITED WAY PARTNERS WITH SINGLE STOP USA AND DELGADO COMMUNITY COLLEGE TO OFFER FREE TAX PREPARATION AND BENEFITS SCREENING FOR STUDENTS TO HELP THEM GET ALL THE PUBLIC BENEFITS THEY ARE ELIGIBLE FOR. THE GOAL IS TO INCREASE THE STUDENT'S INCOME SO THEY DON'T HAVE TO DROP OUT OF SCHOOL BECAUSE OF LACK OF CHILD CARE OR HAVING TO MAKE TOUGH CHOICES LIKE PAYING FOR BOOKS OR FOOD. ACCOMPLISHMENTS: * TOTAL NUMBER OF INCOME TAX RETURNS COMPLETED- 8,698 * TOTAL AMOUNT OF INCOME TAX REFUNDS- $11,701,834* TOTAL AMOUNT OF EARNED INCOME TAX CREDITS- $2,991,310 297280 NEW ORLEANS GRADE LEVEL READING CAMPAIGN:- 125 ORGANIZATIONS AND BUSINESSES ACTIVELY PARTICIPATING IN THE COLLABORATION.- 552 OF COMMUNITY MEMBERS INVOLVED THROUGH THE COLLABORATION- MULTIPLE PARTNERSHIPS ESTABLISHED IN ALL THREE GRADE-LEVEL READINESS DRIVER AREAS: SCHOOL READINESS, SUMMER LEARNING AND ATTENDANCE. PARTNERSHIPS AND THEIR PURPOSE HAVE INCLUDED: EARLY CARE AND EDUCATION FUNDING & POLICY (AN EXAMPLE OF OUR PARTNERS INCLUDE AGENDA FOR CHILDREN, ENTERGY NEW ORLEANS, INSTITUTE OF MENTAL HYGIENE, W.K. KELLOGG FOUNDATION, LOUISIANA POLICY INSTITUTE FOR CHILDREN, WOMEN UNITED, WYES, KINGSLEY HOUSE, URBAN LEAGUE OF LOUISIANA, LOUISIANA CHILDREN'S MUSEUM, N.O. CHILDREN AND YOUTH PLANNING BOARD, MAYOR'S OFFICE FOR YOUTH AND FAMILIES, NEW ORLEANS EARLY EDUCATION NETWORK, POWER COALITION FOR EQUITY AND JUSTICE, LOYOLA UNIVERSITY COLLEGE OF LAW, SAVE THE CHILDREN ACTION NETWORK, STAND NATIONAL); AND SUMMER LEARNING (NORDC, NEW ORLEANS PUBLIC LIBRARY, URBAN LEAGUE OF LOUISIANA, N.O. YOUTH ALLIANCE, NATIONAL SUMMER LEARNING ASSOCIATION, FIRSTBOOK, ABUNDANCE OF DESIRE, DISCOVERYFEST, COMMUNITIES IN SCHOOLS, AND KIDSMART). PARTNERSHIPS FOR OUR ATTENDANCE WORK INCLUDE NOLA PUBLIC SCHOOLS, N.O. CHILDREN AND YOUTH PLANNING BOARD, MAYOR'S OFFICE FOR YOUTH AND FAMILIES, TOTAL COMMUNITY ACTION, FAMILIES AND FRIENDS OF LOUISIANA'S INCARCERATED CHILDREN, AND HEALTH AND EDUCATION ALLIANCE OF LOUISIANA (HEAL). IN ADDITION TO A SUMMER LEARNING WORKING GROUP THAT DEVELOPED THE KAY FENNELLY LITERACY INSTITUTE, THE CAMPAIGN HAS ALSO ACTIVATED ITS SCHOOL READINESS WORKING GROUP, WHICH HAS OUTLINED A DETAILED INTERNAL COLLABORATIVE PLAN TO INCREASE ACCESS TO QUALITY ECE IN NEW ORLEANS; AND THE ATTENDANCE TASK FORCE WHICH HAS BEGUN TO IDENTIFY THE SYSTEMIC ISSUES THAT CONTRIBUTE TO CHRONIC ABSENCE IN ORLEANS SCHOOLS. - THE EFFORTS ACCOMPLISHED IN THE SECOND HALF OF THE YEAR CONTINUED MOMENTUM TO SECURE DEDICATED FUNDING FOR THE CREATION AND SUSTAINABILITY OF HIGH-QUALITY EARLY CARE AND EDUCATION SEATS. WITHIN THE GRANT PERIOD, THE CAMPAIGN SUCCESSFULLY ADVOCATED FOR $3 MILLION DOLLARS FROM THE NEW ORLEANS CITY COUNCIL AND THE MAYOR'S OFFICE TO CREATE 194 NEW SEATS AND SUPPORT NECESSARY WRAP-AROUND SERVICES FOR FAMILIES. IN 2020, THE KAY FENNELLY LITERACY INSTITUTE AIMED TO SERVE UP TO 25 SUMMER PROGRAMS FOR SUMMER 2020 BUT AT THE TIME OF REPORTING, COVID-19 WAS RAMPANT IN OUR COMMUNITY WHICH DRASTICALLY AFFECTED, HALTED OR RESULTED IN CLOSURE OF OPERATIONS FOR SEVERAL OF OUR SUMMER PROGRAM PARTNERS. ULTIMATELY WE WERE ABLE TO ENGAGE 13 SUMMER PROGRAMS SERVING AT 21 SITES AND INTERNALLY PIVOTED TO A VIRTUAL COACHING AND TRAINING MODEL FOR OUR CAMPS THAT OPERATED EITHER IN-PERSON, VIRTUAL OR HYBRID. 182344 SNAP EMPLOYMENT AND TRAINING:TO EXPAND OUR WORKFORCE DEVELOPMENT INVESTMENTS AND COMMUNITY-STRENGTHENING EFFORTS, UWSELA SERVES AS CONTRACTOR FOR THE LOUISIANA DEPARTMENT OF CHILDREN AND FAMILY SERVICES TO PROVIDE CAPACITY BUILDING RESOURCES, PROGRAM COMPLIANCE AND ADMINISTER REIMBURSEMENT FUNDING FROM THE SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM EMPLOYMENT AND TRAINING (SNAP E&T) PROGRAM TO LOCAL NONPROFIT PARTNERS. THE SNAP E&T PROGRAM HELPS SNAP HOUSEHOLDS GAIN SKILLS, TRAINING, WORK, OR EXPERIENCE THAT WILL INCREASE THEIR ABILITY TO OBTAIN REGULAR EMPLOYMENT THAT LEADS TO ECONOMIC SELF-SUFFICIENCY. THE PROGRAM PROVIDES REIMBURSEMENT FUNDING FOR A PACKAGE OF SERVICES THAT INCLUDES PARTICIPANT ASSESSMENT, EMPLOYMENT AND TRAINING ACTIVITIES, AND SUPPORT SERVICES.AS A CONTRACTOR, UWSELA LEVERAGES ITS CAPACITY BUILDING RESOURCES TO FACILITATE THE RETURN OF SNAP E&T FUNDING FOR COMMUNITY AND FAITH-BASED ORGANIZATIONS (SUBCONTRACTORS) PROVIDING SERVICES IN THE AREAS OF JOB SEARCH TRAINING, EDUCATION, VOCATIONAL TRAINING, AND WORK EXPERIENCE. THIS PROGRAM ALLOWS US TO DRAW DOWN MUCH-NEEDED DOLLARS TO HELP BUILD A MORE ENGAGED AND SKILLED WORKFORCE WHILE MINIMIZING PRESSURE ON SOCIAL SERVICES.AS OF JUNE 30, 2021, UWSELA AND THE CURRENT SEVEN SUBCONTRACTOR PARTNERS PROVIDING DIRECT SERVICE FOR WORKFORCE DEVELOPMENT TRAINING, HAVE COLLECTIVELY INVESTED $2,773,801.94 IN PROGRAMMATIC WORK AROUND WORKFORCE READINESS AND DEVELOPMENT. PARTICIPATION IN THE SNAP E&T PROGRAM HAS ALLOWED FOR THE REIMBURSEMENT OF $1,436,986.35 GOING BACK TO UWSELA AND ITS SUBCONTRACTOR PARTNERS, WHICH CAN THEN BE REINVESTED IN PROGRAMMATIC WORK. 162337 118000 INDIVIDUAL DEVELOPMENT ACCOUNT PROJECT (IDA):AN IDA IS A MATCHED SAVINGS ACCOUNT THAT HELPS LOW-INCOME INDIVIDUALS AND FAMILIES SAVE MONEY TO ACQUIRE AN ECONOMIC ASSET THAT CAN BUILD LONG-TERM FINANCIAL STABILITY AND SELF-SUFFICIENCY. THIS PROJECT ALLOWS PARTICIPANTS TO USE THEIR IDAS FOR DOWN PAYMENT/ CLOSING COSTS ON A NEW HOME, START OR EXPAND A SMALL BUSINESS, TRANSFER IDA FOR POST-SECONDARY EDUCATION, AND VEHICLE PURCHASES. PARTICIPANTS ARE REQUIRED TO ATTEND FINANCIAL EDUCATION COURSES AND ASSET-SPECIFIC TRAINING BEFORE MAKING A PURCHASE. THEY ARE ALSO REQUIRED TO SAVE FOR AT LEAST SIX MONTHS BEFORE MAKING A PURCHASE. IDA PROJECT PARTNERS PROVIDE FINANCIAL EDUCATION, CREDIT COUNSELING, AND ASSET-SPECIFIC TRAINING. WE RECEIVED A $350,500 ASSET FOR INDEPENDENCE (AFI) ON SEPTEMBER 30, 2018, TO START OUR THIRD PROGRAM. ACCOMPLISHMENTS: * TOTAL NUMBER OF PARTICIPANTS ENROLLED - 38* 19 HOMEOWNERSHIP * 3 VEHICLE * 14 BUSINESS START-UP OR EXPANSION * 2 POST-SECONDARY EDUCATION* TOTAL NUMBER OF PARTICIPANTS THAT HAVE COMPLETED 12 HOURS OF HOMEBUYER TRAINING - 19* TOTAL NUMBER OF PARTICIPANTS THAT HAVE COMPLETED 12 HOURS OF FINANCIAL EDUCATION - 38* ASSET PURCHASES - 38 TOTAL; 19 HOMEOWNERSHIP, 14 SMALL BUSINESS, 3 VEHICLES, 2 POST-SECONDARY EDUCATION 90800 90800 RATE PAYER ENDOWMENT:PROGRAM OVERVIEWTHE KAY FENNELLY SUMMER LITERACY INSTITUTE SEEKS TO LEVERAGE THE EXISTING ASSETS WITHIN SUMMER PROGRAMS AND INFUSE EASY-TO-IMPLEMENT LITERACY PRACTICES TO ENSURE THAT MORE CHILDREN, AGES 4-8, IN NEW ORLEANS HAVE ACCESS TO A QUALITY SUMMER PROGRAM SO THAT THEY ARE BETTER PREPARED TO ENTER THE SCHOOL YEAR AT THE END OF SUMMER. SUPPORT FOR THE INSTITUTE CAME FROM THE UWSELA'S RATE PAYERS ENDOWMENT, GPOA FOUNDATION, AND DAVID FENNELLY. THE GOAL OF THE KAY FENNELLY SUMMER LITERACY INSTITUTE (THE INSTITUTE), IS AS FOLLOWS: BY 2024, 2,000 OR MORE LOW-INCOME CHILDREN, AGES 4-8, WILL PARTICIPATE IN AFFORDABLE, HIGH-QUALITY, LITERACY-RICH SUMMER PROGRAMMING.OUR APPROACH:- SUPPORT SUMMER PROGRAMS IN INTEGRATING PRACTICES THAT PROMOTE LITERACY AND SUMMER LEARNING INTO THEIR SUMMER CAMPS- WORK WITH THE WILLING AND COMMITTED- ALWAYS ADD VALUE- BE RESPONSIVE (TO CAMPS' GOALS, NEEDS, CURRENT LITERACY PRACTICES AND CAPACITY TO GROW)- LEARN TOGETHERTHE ORIGINAL PLAN FOR THE INSTITUTE IN 2020 WAS TO DEEPEN AND STRENGTHEN THE PARTNERSHIPS AND SUPPORTS BUILT OUT IN 2019, SO THE FENNELLY TEAM COULD GAIN FURTHER CLARITY ON THE VALUE SUMMER PROGRAMS GAIN FROM THE INSTITUTE'S SUPPORTS. MORE SPECIFICALLY, THE INSTITUTE'S THREE COMPONENTS WOULD INCLUDE WORKSHOPS ON LITERACY INTEGRATION, EMBEDDED INSTRUCTIONAL COACHING, AND STIPENDS THAT INCREASED ORGANIZATIONS' CAPACITY TO FUND LITERACY-RELATED ACTIVITIES, IN LINE WITH THEIR PARTICIPATION IN THE INSTITUTE. THE AUDIENCE WOULD, ONCE AGAIN, BE PRIMARILY INSTRUCTIONAL STAFF, BUT THE INSTITUTE WOULD REACH FURTHER TO SUPPORT ORGANIZATIONS' PROGRAM LEADERS AND EXECUTIVE DIRECTORS, WHO MIGHT NOT BE THE INDIVIDUALS DELIVERING LITERACY-INTEGRATED INSTRUCTION, BUT WHO ARE THE ONES CREATING, IMPLEMENTING, AND CONTINUALLY IMPROVING OVERALL PROGRAM DESIGN. THE INTENTION OF THIS DEEPER LEVEL OF SUPPORT FOR ORGANIZATION LEADERSHIP WAS TWOFOLD: 1) WE WANTED TO ENSURE LITERACY-INTEGRATION PRACTICES WERE IMPLEMENTED INCREASINGLY ACROSS ALL ASPECTS AND AGES OF SUMMER CAMPS, AND 2) SINCE SUMMER PROGRAM STAFF TURNOVER IS TYPICALLY QUITE HIGH AMONG INSTRUCTIONAL STAFF, REACHING LEADERSHIP STAFF, WHO MIGHT RETURN FOR MULTIPLE SUMMERS, WOULD INCREASE LIKELIHOOD OF MULTIYEAR PROGRESS AND CONTINUED DEVELOPMENT OF LITERACY-INTEGRATION PRACTICES.BECAUSE OF COVID-19, THE INSTITUTE ADAPTED ITS MODEL IN ORDER TO PROVIDE THE GREATEST VALUE TO ORGANIZATIONS WITH SUMMER PROGRAMS THAT NEEDED TO PRIORITIZE HEALTH AND SAFETY OVER ALL OTHER CONCERNS, AND THAT NEEDED TO ADJUST THEIR OWN PLANS FOR STAFFING AND PROGRAM DELIVERY. THE INSTITUTE TEAM DECIDED TO STILL PROVIDE ALL THREE COMPONENTS, AND REMAIN IN FREQUENT COMMUNICATION ABOUT HOW THE COMPONENTS MIGHT NEED TO BE ADJUSTED, IN LIGHT OF THE CIRCUMSTANCES OF 2020.THE INSTITUTE'S TEAM INCLUDED:- CAMPAIGN MANAGER- INSTITUTE COORDINATOR- KID SMART: EXECUTIVE DIRECTOR, INSTRUCTIONAL COACHES (WHO WERE EVENTUALLY RETITLED LITERACY SUPPORT PARTNERS)- THE TEAM MET WEEKLY, BEGINNING IN LATE MARCH. FREQUENT MEETINGS WERE NECESSARY, IN ORDER TO CONTINUALLY ADAPT TO THE EVER-CHANGING CIRCUMSTANCES OF COVID-19.PARTICIPANT SELECTION METHODOLOGY:WHO DID WE REACH OUT TO?: IN EARLY MARCH, THE 2020 REQUEST FOR APPLICATIONS TO THE INSTITUTE WAS SENT OUT BY THE CAMPAIGN FOR GRADE LEVEL READING. IT WAS DISTRIBUTED TO THE CAMPAIGN'S EMAIL LIST AND PAST INSTITUTE PARTICIPANTS. ADDITIONALLY, NORD RECEIVED THE APPLICATION AND AGREED TO DISTRIBUTE IT TO NORD CAMPS IN EARLY MARCH.HOW DID WE REACH OUT?: NOTIFICATION AND APPLICATION LINK WAS SENT OUT VIA EMAIL. AS COVID-19 MANDATED STAY-AT-HOME CONDITIONS FOR ALL OF LOUISIANA, THE CAMPAIGN RE-DISTRIBUTED THE APPLICATION MULTIPLE TIMES. THE APPLICATION DEADLINE WAS ALSO EXTENDED TWICE, ADDING A MONTH TO THE APPLICATION PROCESS. THE INSTITUTE TEAM ALSO CONSIDERED ALLOWING ADDITIONAL APPLICANTS AFTER THE SECOND DEADLINE, IF IT BECAME CLEAR THAT THERE WERE MORE ORGANIZATIONS INTERESTED, BUT UNABLE TO COMMIT UNTIL THEY WERE CLEAR ABOUT THEIR OWN CAPACITY TO IMPLEMENT SUMMER PROGRAMMING. DURING THE ADDITIONAL MONTH, THE INSTITUTE COORDINATOR AND THE CAMPAIGN MANAGER CONTACTED ORGANIZATION DIRECTORS BY PHONE, IN ORDER TO RE-ESTABLISH COMMUNICATION WITH ORGANIZATION LEADS, TO DETERMINE WHETHER THEY WERE STILL PLANNING TO IMPLEMENT SUMMER PROGRAMMING AND TO PARTICIPATE IN THE INSTITUTE, AND TO UNDERSTAND THE WAYS IN WHICH THEIR SUMMER PROGRAM PLANS WERE NECESSARILY SHIFTING DUE TO COVID-19. AFTER THE FINAL DEADLINE, IT WAS DETERMINED THAT NO ADDITIONAL ORGANIZATIONS WOULD BE ABLE OR INTERESTED TO PARTICIPATE IN THE INSTITUTE.WHO SIGNED ON TO PARTICIPATE?: FIFTEEN ORGANIZATIONS SERVING 21 SUMMER PROGRAM SITES ORIGINALLY APPLIED AND WERE INVITED TO PARTICIPATE. TWO OF THESE ORGANIZATIONS, EACH SERVING ONE SITE, NOTIFIED THE INSTITUTE THAT THEY WERE CANCELING THEIR SUMMER PROGRAM, DUE TO CIRCUMSTANCES AS A RESULT OF COVID-19. ULTIMATELY, 13 ORGANIZATIONS PARTICIPATED. FOUR ORGANIZATIONS PARTICIPATED IN THEIR THIRD INSTITUTE, 5 RETURNED FOR A SECOND YEAR, AND 4 ORGANIZATIONS WERE NEW TO THE INSTITUTE THIS YEAR. THESE ORGANIZATIONS IMPLEMENTED A TOTAL OF 13 IN-PERSON CAMPS, 1 HYBRID (PARTIALLY IN-PERSON AND PARTIALLY ONLINE) CAMP, AND 3 COMPLETELY ONLINE CAMPS. THE CAMPS SERVED APPROXIMATELY 800 CHILDREN, AND APPROXIMATELY 500 OF THESE CHILDREN WERE RISING THIRD GRADERS OR YOUNGER. IT WILL BE DIFFICULT TO CALCULATE AN EXACT NUMBER OF CHILDREN SERVED, AS ONLINE CAMPS SERVED CHILDREN WHO OFFICIALLY REGISTERED FOR CAMP, BUT ADDITIONAL CHILDREN ACCESSED CAMP CONTENT IN BOTH SYNCHRONOUS AND ASYNCHRONOUS ENVIRONMENTS. PARTICIPATING ORGANIZATIONS WERE ALL COMMUNITY-BASED PROGRAMS. SOME WERE INDEPENDENTLY RUN BY NONPROFIT ORGANIZATIONS, OTHERS WERE RUN BY ORGANIZATIONS IN PARTNERSHIP WITH NORD, AT NORD CENTERS, AND OTHERS WERE NORD-RUN CAMPS AT NORD CENTERS.CAMP SELECTION PROCESSALTHOUGH THE INSTITUTE TEAM CONSIDERED USING THE SAME SELECTION METRICS USED IN 2019, THE TEAM ULTIMATELY DECIDED TO USE ORGANIZATIONS' RESPONSES TO BRIEF PHONE INTERVIEWS, AND TO INVITE ANY APPLYING ORGANIZATION, REGARDLESS OF PROGRAM DESIGN OR LENGTH, TO EVERY WORKSHOP. THIS DECISION WAS LARGELY BASED ON THE DESIRE TO SUPPORT AND SERVE AS MANY ORGANIZATIONS AS POSSIBLE, IN ORDER TO HELP SUMMER CAMPS INTEGRATE LITERACY-RELATED ACTIVITIES AND COMBAT THE LEARNING LOSS THAT MIGHT HAVE ALREADY OCCURRED DUE TO DISTANCE LEARNING CHALLENGES IN SPRING 2020. IN THE INTERVIEWS, ORGANIZATIONS WERE SCREENED TO DETERMINE WHETHER THEY HAD APPLIED PRIMARILY TO RECEIVE THE STIPEND, WHICH IS NOT THE INTENT OF THE INSTITUTE. ALL APPLICANTS WERE INFORMED OF THE REQUIREMENT TO PARTICIPATE IN ALL THREE COMPONENTS OF THE INSTITUTE.INSTITUTE DESIGNWORKSHOPS: AS IN YEARS PAST, THE INSTITUTE INCLUDED A SERIES OF WORKSHOPS FOCUSING ON LITERACY INTEGRATION, BEFORE SUMMER PROGRAMS BEGAN. ALL PARTICIPATING ORGANIZATIONS WERE INVITED TO ATTEND ALL WORKSHOPS, THOUGH ONLY THE ORIENTATION/BUILDING A CULTURE OF LITERACY WORKSHOP WAS REQUIRED. FOR THE FIRST TIME, ALL WORKSHOPS WERE PRESENTED ONLINE, AS A ZOOM-BASED WEBINAR WITH AUDIENCE PARTICIPATION THROUGHOUT. ADDITIONAL WORKSHOPS INCLUDED:1. INTERACTIVE READ ALOUDS2. LITERACY INTEGRATION INTO ENRICHMENT CLASSES AND CONTENT3. LITERACY CENTERS AND SPACESALL WORKSHOPS WERE RECORDED AND SUBSEQUENTLY POSTED ON A KAY FENNELLY SUMMER LITERACY INSTITUTE YOUTUBE CHANNEL.INSTRUCTIONAL COACHINGTHE 2020 COACHING PLAN DIFFERED FROM 2019, IN THAT THE KIDSMART INSTRUCTIONAL COACHES WOULD BEGIN THEIR CONTACT WITH THEIR PAIRED ORGANIZATIONS EARLIER IN THE PROCESS. THIS WAS BECAUSE, WITH A YEAR OF EXPERIENCE, THEY WERE EQUIPPED TO HAVE INITIAL CONVERSATIONS FOR THE PURPOSE OF GATHERING INFORMATION AND BUILDING RAPPORT. THE PRELIMINARY MANAGEMENT COACHING THAT OCCURRED IN 2019 WAS REPLACED BY AN INSTRUCTIONAL SUPPORT SEQUENCE FOR SESSIONS 1 & 2 TEMPLATE THAT GUIDED THE INSTRUCTIONAL COACHES.INSTRUCTIONAL COACHES ENDEAVORED TO WORK WITH ONE OR TWO INSTRUCTORS WITHIN EACH PROGRAM, IN ORDER TO BUILD SKILLS AND STRENGTHEN DELIVERY OF LITERACY-INTEGRATED INSTRUCTION. WHEN INSTRUCTORS COULD NOT BE IDENTIFIED, DUE TO THE CONSTRAINTS OF IMPLEMENTING CAMPS DURING COVID-19, COACHES WORKED WITH PROGRAM OR ORGANIZATIONAL LEADERS.CDC REGULATIONS PROHIBITED COACHES FROM INITIALLY PLANNING IN-PERSON CONVERSATIONS, OBSERVATIONS, AND FOLLOW-UP SUPPORTS. MOST INTERACTIONS OCCURRED VIA ZOOM, FACETIME, OR OTHER ONLINE COMMUNICATION PLATFORM. CLASS OBSERVATIONS ALSO OCCURRED REMOTELY, AS COACHES WORKED WITH PROGRAM DIRECTORS AND STAFF TO ARRANGE CAMERAS TO RECORD OR OTHERWISE MAKE OBSERVATION POSSIBLE.NEAR THE END OF THE SUMMER, AS SPECIFIC CIRCUMSTANCES ALLOWED, SOME COACHING SUPPORTS OCCURRED IN-PERSON, IN SOCIALLY DISTANT, LARGE SPACES, AND LOW-ATTENDANCE CLASSES. 146725 86985 ALL OTHER PROGRAM SERVICES 2508664 836905 10228443 1 1 0 1 0 1 0 0 1 1 1 1 0 0 1 1 1 0 0 0 0 0 0 0 1 0 0 1 1 1 0 0 0 1 0 0 0 0 1 1 0 0 0 0 0 0 0 1 116 0 1 57 1 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 X 25 25 0 0 0 0 1 1 0 1 1 0 1 1 1 1 1 1 1 1 1 1 0 X X DEBRA MODLIN 5048225540 2515 CANAL STREET NEW ORLEANS LA 70119 MR ELWOOD CAHILL TRUSTEE 4.00 X 0 0 0 MS LACEY CONWAY TRUSTEE 4.00 X 0 0 0 MS MELANIE CRAIG TRUSTEE 4.00 X 0 0 0 MR MIKE EDWARDS TRUSTEE 4.00 X 0 0 0 MS ELIZABETH ELLISON-FROST TRUSTEE 4.00 X 0 0 0 MR DAVID FRANCIS TRUSTEE 4.00 X 0 0 0 MS NORMA GRACE TRUSTEE 4.00 X 0 0 0 MR ROBERT KIMBRO TRUSTEE 4.00 X 0 0 0 MS TANDRA LEMAY TRUSTEE 4.00 X 0 0 0 MR DERRICK MARTIN TRUSTEE 4.00 X 0 0 0 MR PAUL MATTHEWS TRUSTEE 4.00 X 0 0 0 MR SCOTT REITAN TRUSTEE 4.00 X 0 0 0 MS TARYN ROGERS TRUSTEE 4.00 X 0 0 0 MR BRYAN SCOFIELD TRUSTEE 4.00 X 0 0 0 MS RACHEL SHIELDS TRUSTEE 4.00 X 0 0 0 MS ADRIENNE SLACK TRUSTEE 4.00 X 0 0 0 MR ROBERT TANNER TRUSTEE 4.00 X 0 0 0 DR TOYA BARNES-TEAMER TRUSTEE 4.00 X 0 0 0 MR MICHAEL TODD TRUSTEE 4.00 X 0 0 0 MR RICK YOUNG TRUSTEE 4.00 X 0 0 0 MR GARY LORIO IMMEDIATE PAST VICE CHAIR 4.00 X X 0 0 0 DR TAKEISHA DAVIS SECRETARY 4.00 X X 0 0 0 MR TED RUDDOCK TREASURER 4.00 X X 0 0 0 MR TOD SMITH VICE CHAIR 4.00 X X 0 0 0 MRS CATHY MCRAE CHAIR 4.00 X X 0 0 0 MICHAEL WILLIAMSON PRESIDENT/CEO 37.50 X 323782 0 49936 CHARMAINE CACCIOPPI EXEC. VP/COO 37.50 X 265756 0 31935 DEBRA MODLIN CHIEF FINANCIAL OFFICER 37.50 X 168945 0 40080 MARY AMBROSE CHIEF IMPACT OFFICER 37.50 X 138186 0 23376 JAMENE DAHMER SR. VP LONG TERM RECOVERY 37.50 X 121123 0 19969 CAROL GSTOHL CHIEF HR OFFICER 37.50 X 118675 0 19041 1136467 0 184337 6 0 1 0 0 11325 672690 19341523 567997 20025538 SERVICE FEE INCOME 900099 72715 72715 72715 105979 105979 21852 92513 -70661 -70661 -70661 54077 37390 0 10088 54077 27302 81379 81379 8448 11325 865 7583 7583 SETTLEMENT PROCEEDS 900099 45141 45141 REFUNDS/REIMBURSEMENTS 900099 18217 18217 63358 20285891 90932 0 169421 5560937 5560937 1300637 1300637 971189 533608 312971 124610 2584043 1415959 336358 831726 164238 77194 25572 61472 241282 119143 34492 87647 246606 128916 45474 72216 38928 2421 34842 1665 12712 5967 2642 4103 739345 665895 18800 54650 33691 18746 1230 13715 281438 167771 34758 78909 203980 127878 27051 49051 23535 13679 2055 7801 45418 25289 5728 14401 149935 149935 79818 51246 10953 17619 MEMBERSHIP DUES 17530 12120 2022 3388 MISCELLANEOUS 2269 1037 417 815 12697531 10228443 1045300 1423788 78573 1124948 5832781 10587298 3957036 3271093 120 25 1979892 1421097 635076 558795 4800388 7851245 3545179 4292618 313916 409564 19163069 28095586 688441 263538 174933 112078 4474580 4844150 5337954 5219766 X 9627788 18700672 4197327 4175148 13825115 22875820 19163069 28095586 7588360 1462345 0 X X 0 1 X 1 0 X 16594998 13048115 10274288 14456408 20025538 74399347 16594998 13048115 10274288 14456408 20025538 74399347 18593821 55805526 227443 312753 395217 206753 127831 1269997 7583 7583 1916406 4433 18779 11479 63358 2014455 77691382 793252 0.71830 0.78250 X SCHEDULE A, PART II, LINE 10, EXPLANATION OF OTHER INCOME: INSURANCE/SETTLEMENT PROCEEDS - 2016 AMOUNT: $ 1,916,406. 2020 AMOUNT: $ 45,141. REFUNDS/REIMBURSEMENTS - 2017 AMOUNT: $ 4,433. 2018 AMOUNT: $ 18,779. 2019 AMOUNT: $ 11,479. 2020 AMOUNT: $ 18,217. RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 37458 14074 51532 12645999 12697531 784877 196219 0 0 849204 756007 904476 784877 3294564 4941846 23660 33755 36631 51532 145578 212301 189002 226119 196219 823641 1235462 16900 24111 26165 37458 104634 2 3000 40369 6559 1 1 0 0 5513273 1469008 236014 6746267 5659498 87000 233225 5513273 5639848 246896 227246 5659498 5440832 422183 223167 5639848 5145992 517138 222298 5440832 0.63411 0.25870 0.10719 1 0 292805 292805 1298264 1072654 225610 336593 312608 23985 52230 35835 16395 558795 BENEFICIAL INTEREST IN ASSETS HELD BY OTHERS 3897839 F INVESTMENT IN COMMON ENDOWMENT FUND OF GREATER NEW ORLEANS FOUNDATION 394779 F 4292618 ALLOCATIONS, DESIGNATIONS AND PROGRAMS PAYABLE 4831273 LEASE LIABILITY 12877 4844150 X 21057341 1462345 401318 93378 1957041 19100300 21764 1163827 1185591 20285891 12006636 401318 93378 494696 11511940 21764 1163827 1185591 12697531 PART V, LINE 4: IN A PRIOR YEAR, UWSELA ESTABLISHED ENDOWMENT FUNDS TO RECEIVE AND INVEST FUNDS FOR THE BENEFIT OF UWSELA. MOST INCOME RECEIVED FROM THE ENDOWMENTS IS UNRESTRICTED AND WILL BE USED TO COVER OPERATING EXPENSES. PART X, LINE 2: UWSELA IS EXEMPT FROM FEDERAL INCOME TAXES UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE AND FROM STATE INCOME TAXES UNDER SECTION 121(5) OF TITLE 47 OF THE LOUISIANA REVISED STATUTES OF 1950. ACCORDINGLY, NO PROVISION FOR INCOME TAXES HAS BEEN INCLUDED IN THE FINANCIAL STATEMENTS. FASB ASC 740 PROVIDES DETAILED GUIDANCE FOR FINANCIAL STATEMENT RECOGNITION, MEASUREMENT, AND DISCLOSURE OF UNCERTAIN TAX POSITIONS RECOGNIZED IN AN ENTITY'S FINANCIAL STATEMENT. AS OF JUNE 30, 2021, UWSELA HAS DETERMINED THAT IT DOES NOT HAVE ANY UNCERTAIN TAX POSITIONS THAT QUALIFY FOR EITHER RECOGNITION OR DISCLOSURE IN THE FINANCIAL STATEMENTS. TAX RETURNS GENERALLY REMAIN SUBJECT TO EXAMINATION BY THE TAXING AUTHORITIES FOR THREE YEARS. PART XI, LINE 2D - OTHER ADJUSTMENTS: SPECIAL EVENT EXPENSES 865. RENTAL EXPENSES 92,513. PART XI, LINE 4B - OTHER ADJUSTMENTS: DONOR DESIGNATIONS 1,163,827. PART XII, LINE 2D - OTHER ADJUSTMENTS: SPECIAL EVENT EXPENSES 865. RENTAL EXPENSES 92,513. PART XII, LINE 4B - OTHER ADJUSTMENTS: DONOR DESIGNATIONS 1,163,827. 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OF GREATER NEW ORLEANS 2475 CANAL STREET SUITE 300 NEW ORLEANS LA 70119 721222911 501(C)3 8602 GRANT FUNDING UNIVERSITY OF CHICAGO 5235 S HARPER COURT 4TH FLOOR CHICAGO IL 60615 362177139 501(C)3 50000 DESIGNATED GIFTS URBAN LEAGUE OF GREATER NEW ORLEANS 2322 CANAL ST NEW ORLEANS LA 70119 720423627 501(C)3 56332 GRANT FUNDING & DESIGNATED GIFTS VIA LINK 2820 NAPOLEON AVE STE 550 NEW ORLEANS LA 70115 720706669 501(C)3 107375 GRANT FUNDING & DESIGNATED GIFTS VOLUNTEERS OF AMERICA OF GNO 4152 CANAL ST NEW ORLEANS LA 70119 720709750 501(C)3 32456 GRANT FUNDING & DESIGNATED GIFTS YMCA BOGALUSA 411 AVENUE B BOGALUSA LA 704273656 720441354 501(C)3 35000 GRANT FUNDING & DESIGNATED GIFTS YMCA OF GREATER NEW ORLEANS 1215 PRYTANIA ST STE 103 NEW ORLEANS LA 70130 720423890 501(C)3 60345 GRANT FUNDING & DESIGNATED GIFTS YOUTH EMPOWERMENT PROJECT 1600 ORETHA CASTLE HALEY BLVD NEW ORLEANS LA 70113 421633060 501(C)3 46010 GRANT FUNDING & DESIGNATED GIFTS YOUTH SERVICE BUREAU OF ST TAMMANY 430 N NEW HAMPSHIRE COVINGTON LA 70433 720933867 501(C)3 92072 GRANT FUNDING & DESIGNATED GIFTS 103 0 INDIVIDUAL DEVELOPMENT ACCOUNT (IDA) PROJECT 37 118000 HOSPITALITY CARES COVID RELIEF 6120 10000 211021 FMV 2,400 UBER GIFT CARDS AT $25 EACH AND DISASTER RECOVERY SUPPLIES (HOUSEHOLD ITEMS) BET MORTGAGE ASSISTANCE 226 434960 LA PRISONER RE-ENTRY DIRECT SERVICE 10 17708 1550 FMV VARIOUS GIFT CARDS FOR PPE PURCHASES RENT/MORTGAGE ASSIST 58 159239 PROSP CENTER RENT/ MORTGAGE ASSISTANCE 46 46902 NOLA BUSNIESS ALLIANCE IDA 5 10000 CHRISTMAS GIFTS FOR KINGSLEY HOUSE TOY DRIVE 1 473 HURRICANE LAURA RELIEF 7000 290784 FMV 1,000 UBER GIFT CARDS AT $25 EACH AND DISASTER RECOVERY SUPPLIES (HOUSEHOLD ITEMS) PART I, LINE 2: PRIOR TO MONEY BEING GRANTED/ALLOCATED TO A PROGRAM, THE AGENCY GOES THROUGH AN EXTENSIVE REVIEW OF ITS AUDIT AND/OR FINANCIAL DOCUMENTS INCLUDING ITS MOST CURRENT FORM 990 BY AN INDEPENDENT AUDIT COMMITTEE. ONCE THEY ARE FOUND TO BE FINANCIALLY "IN GOOD STANDING AND THEY HAVE SIGNED THE "COUNTERTERRORISM FORM," MONEY IS GRANTED. SITE VISITS ARE CONDUCTED ONCE DURING THE FUNDING YEAR, AND THE OUTCOME/GOAL ATTAINMENT DATA IS REPORTED TO US BY OUR FUNDED PARTNERS EVERY SIX MONTHS. X X X 0 0 0 0 0 0 0 0 0 MICHAEL WILLIAMSON PRESIDENT/CEO 320858 0 0 0 2924 0 23393 0 26543 0 373718 0 0 0 CHARMAINE CACCIOPPI EXEC. VP/COO 260017 0 0 0 5739 0 21390 0 10545 0 297691 0 0 0 DEBRA MODLIN CHIEF FINANCIAL OFFICER 166933 0 0 0 2012 0 16097 0 23983 0 209025 0 0 0 MARY AMBROSE CHIEF IMPACT OFFICER 137133 0 0 0 1053 0 12664 0 10712 0 161562 0 0 0 MICHAEL WILLIAMSON CEO USE OF COMPANY CARD FOR PERSONAL ITEMS ($25). REIMBURSED IN JULY 2021 X 25 25 0 1 0 25 X 416805 FAIR MARKET VALUE X 6 64642 FAIR MARKET VALUE X GIFT CARD/CERTIFICATES 3409 86550 FAIR MARKET VALUE 0 0 0 0 PART I, COLUMN (B): THE ORGANIZATION IS REPORTING THE NUMBER CONTRIBUTORS FOR DONATED SECURITIES AND THE NUMBER OF ITEMS CONTRIBUTED FOR THE DONATED GIFT CARDS/CERTIFICATES. FORM 990, PART VI, SECTION A, LINE 6 EVERY CONTRIBUTOR TO A FUND-SOLICTING CAMPAIGN CONDUCTED BY THIS CORPORATION SHALL AUTOMATICALLY BECOME A MEMBER OF THE CORPORATION FOR THE CALENDAR YEAR FOR WHICH SUCH CONTRIBUTION IS MADE. AT EVERY MEETING OF THE CORPORATION MEMBERS, EACH MEMBER SHALL BE ENTITLED TO ONE VOTE, WHICH VOTE MUST BE CAST BY THE MEMBER IN PERSON. TEN MEMBERS SHALL CONSTITUTE A QUORUM. FORM 990, PART VI, SECTION A, LINE 7A THE MEMBERS SHALL MEET ANNUALLY AT THE CALL OF THE BOARD OF TRUSTEES TO FIX THE NUMBER OF TRUSTEES, TO ELECT THE BOARD OF TRUSTEES AND TO REVIEW THE PROGRAMS AND FINANCES OF THE UNITED WAY. FORM 990, PART VI, SECTION B, LINE 11B THE 990 IS PRESENTED TO AND REVIEWED BY THE BOARD OF TRUSTEES AT A MONTHLY MEETING AFTER A REVIEW IS CONDUCTED BY THE CFO AND BY THE AUDIT COMMITTEE. FORM 990, PART VI, SECTION B, LINE 12C THE CONFLICT OF INTEREST POLICY IS DISTRIBUTED TO THE UNITED WAY STAFF AND THE BOARD OF TRUSTEES ANNUALLY. ALL COMPLETED EMPLOYEE FORMS ARE RETURNED TO THE CHIEF HUMAN RESOURCES OFFICER FOR REVIEW AND ALL BOARD/TRUSTEE FORMS ARE RETURNED TO THE OFFICE OF THE PRESIDENT FOR REVIEW. TRANSACTIONS WITH PARTIES WITH WHOM A CONFLICTING INTEREST EXISTS MAY BE UNDERTAKEN ONLY IF ALL OF THE FOLLOWING ARE OBSERVED: 1. THE CONFLICTING INTEREST IS FULLY DISCLOSED; 2. THE PERSON WITH THE CONFLICT OF INTEREST IS EXCLUDED FROM THE DISCUSSION AND APPROVAL OF SUCH TRANSACTION; 3. A COMPETITIVE BID OR COMPARABLE VALUATION EXISTS; AND 4. THE BOARD OR A DULY CONSTITUTED COMMITTEE THEREOF HAS DETERMINED THAT THE TRANSACTION IS IN THE BEST INTEREST OF THE ORGANIZATION. DISCLOSURE IN THE ORGANIZATION SHOULD BE MADE TO THE CHIEF EXECUTIVE OFFICER (OR IF HE OR SHE IS THE ONE WITH THE CONFLICT, THEN TO THE BOARD CHAIR), WHO SHALL BRING THE MATTER TO THE ATTENTION OF THE BOARD OR A DULY CONSTITUTED COMMITTEE THEREOF. DISCLOSURE INVOLVING DIRECTORS SHOULD BE MADE TO THE BOARD CHAIR, (OR IF HE OR SHE IS THE ONE WITH THE CONFLICT, THEN TO THE BOARD VICE-CHAIR) WHO SHALL BRING THESE MATTERS TO THE BOARD OR A DULY CONSTITUTED COMMITTEE THEREOF. THE BOARD OR A DULY CONSTITUTED COMMITTEE THEREOF SHALL DETERMINE WHETHER A CONFLICT EXISTS AND IN THE CASE OF AN EXISTING CONFLICT, WHETHER THE CONTEMPLATED TRANSACTION MAY BE AUTHORIZED AS JUST, FAIR, AND REASONABLE TO UNITED WAY. THE DECISION OF THE BOARD OR A DULY CONSTITUTED COMMITTEE THEREOF ON THESE MATTERS WILL REST IN THEIR SOLE DISCRETION, AND THEIR CONCERN MUST BE THE WELFARE OF UNITED WAY AND THE ADVANCEMENT OF ITS PURPOSE. FORM 990, PART VI, SECTION B, LINE 15 THE CEO'S SALARY DETERMINED BY THE EXECUTIVE COMMITTEE OF THE BOARD OF TRUSTEES. OTHER TOP MANAGEMENT SALARIES ARE DETERMINED BY THE CEO. COMPARABILITY DATA IS OBTAINED FROM AN INDEPENDENT SOURCE AS WELL AS FROM UNITED WAY WORLDWIDE AND IS USED TO CREATE SALARY RANGES FOR EACH POSITION. THESE SALARY RANGES ARE ADJUSTED FOR INFLATION PERIODICALLY. FORM 990, PART VI, SECTION C, LINE 19 THE DOCUMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. IN ADDITION, THE AUDIT AND TAX RETURN ARE PUBLISHED ON THE WEBSITE. FORM 990, PART XII, LINE 2C: THERE HAVE BEEN NO CHANGES FROM THE PRIOR YEAR IN THE OVERSIGHT OR SELECTION PROCESSES FOR THE AUDIT THAT THE ORGANIZATION'S COMMITTEE USES.