United Way of Denton County Inc

What it reported doing in 2025

COMMUNITY CAPACITY BUILDING DC HOMELESSNESS LEADERSHIP TEAM, DC BEHAVIORAL HEALTH LEADERSHIP TEAM, DC WORKFORCE SUCCESS LEADERSHIP TEAM: UWDC has developed strong partnerships and collaborative programs to meet the complex and expanding needs of Denton County, a county that exceed 1 million in population in 2023. UWDC Community Capacity Building investment of funding and resources is driven by the following principals: Alignment to critical unmet needs often in the areas of Healthy Community, Youth Opportunity, Financial Security, Community Resiliency, Alignment with UWDC mission, Must produce measurable results that indicate the level of outcomes expected. UWDCs cross-sector partnerships include universities, nonprofits, local government, faith-based organizations, businesses and school districts. Our efforts include utilization of community leaders, elected officials and other governance leaders who can influence policy across the community to improve systems and break down barriers. Summaries our major initiatives/programs are as follows: Financial Initiatives Volunteer Income Tax Assistance VITA - IRS-certified volunteers help low and moderately-low income taxpayers e-file their federal tax returns for free in an accurate and timely manner. UWDC has operated VITA sites across Denton County since 2008 generating over $20 million in net refunds for over 16,000 Denton County low to moderately low income households. During the 2024 tax season ending this past April 2025, volunteer tax preparers filed tax returns for low-income taxpayers at eight host sites across Denton County. Completing a strong recovery towards pre-pandemic performance, 48 volunteers filed 2,010 returns for local taxpayers, returning $1.5 million in net refunds to people in Denton County, and saving our community an estimated $629,130 in tax preparation fees. Information about UWDCs VITA program can be found at https://www.unitedwaydenton.org/VITA. Mental Health Initiative Denton County Behavioral Health Leadership Team The purpose of UWDCs Denton County Behavioral Health Leadership Team DCBHLT is to convene as an appointed policy developing body to improve the planning, coordination, oversight, and implementation required to create systems change for behavioral health services in Denton County. The team is comprised of appointees from: Denton County Commissioners Court, County-wide Municipal Governments, Health Care Providers, Health Insurance Providers, Educational Institutions, Law Enforcement, Non-profits, Housing services providers, and other community organizations. DCBHLT functions as a quasi-governmental team with a guiding charter and bylaws under the backbone support of UWDCs Collective Impact Model approach to system change. DCBHLT Vision is to provide comprehensive behavioral health for every person in Denton County. In the 2024-25 fiscal year the DCBHLT with UWDC backbone support accomplished the following main initiatives. Mental Health Navigators as an established program funded by Denton County and located in the Denton County Public Health Department connecting residents with mental health professionals who meet the criteria they are looking for. Sustained funding support for CredibleMind, an online platform the provides free, evidence-based mental health resources to Denton County residents. Information about UWDCs Denton County Behavioral Health Leadership Team can be found at https://www.unitedwaydenton.org/MentalHealth. Housing & Homelessness Initiative Denton County Housing & Homelessness Leadership Team The purpose of UWDCs Denton County Housing & Homelessness Leadership Team DCHHLT is to convene as a policy making team to improve the planning, coordination, oversight, and implementation required to create systems change, for homelessness and housing services in Denton County. The DCHHLT is comprised of appointees from: Denton County Commissioners C

Financial Efficiency

• Mission deployment rate: 67%; rating input score 67
• Program expense ratio: 71.3%; rating input score 71
• Fundraising efficiency: $5.08 raised per $1 spent on fundraising; rating input score 15; 15th percentile among comparable filings

Transparency & Controls

• Consistency checks: 88.2%; rating input score 88; 3rd percentile among comparable filings
• Pay-setting controls: 0 of 6 controls in place; rating input score 0
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Missing
  • Board or committee approval: Missing
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 8 of 9 controls in place; rating input score 89
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 6.4%; rating input score 47; 47th percentile among comparable filings
• Total-asset coverage ratio: 1.95; rating input score 56; 56th percentile among comparable filings
• Liabilities to assets ratio: 0.44; rating input score 18; 18th percentile among comparable filings
• Officer compensation ratio: 9.2%; rating input score 36; 36th percentile among comparable filings

Growth

• Program expense growth: 8.2% per year; rating input score 100; 53rd percentile among comparable filings
• Revenue growth: 8.2% per year; rating input score 100; 58th percentile among comparable filings
• Asset growth: 8.2% per year; rating input score 100; 50th percentile among comparable filings