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UNITED NEIGHBORHOOD ORGANIZATION
Also Known As: UNO
954 W. Washington Blvd. 3rd floor Chicago, IL 60607

GENERAL INFORMATION

Who We Are

For over twenty years, UNO has worked with Chicagoland Hispanics and currently serves over 12,000 Hispanics every year in the areas of education, parental involvement, leadership, immigration, health care, and economic development. This fall will mark the opening of the UNO Charter School Network's second member, the Rufino Tamayo Charter School, as well as UNO's new afterschool soccer program, called Nuestro Deporte (Our Sport).

• This organization is a 501(c)(3) Public Charity .
• This organization is required to file an IRS Form 990 or 990-EZ.
• Financial information in this report is derived from the organization's December 31, 2007 Form 990.
• Additional narrative information in this report was last supplied by the organization on October 25, 2005.
• It makes its audited financial statements available to the public upon request.
• Contributions are deductible, as provided by law.

How to Help

This organization is seeking funds from contributions and grants. These funds will be used for unrestricted operating expenses, special projects and building improvements.

Location(s) Served

• Chicagoland and its collar counties

NTEE Code

• S20—Community, Neighborhood Development, Improvement
• P84—Ethnic/Immigrant Services
• B24—Primary/Elementary Schools

Chief Executive

Mr. Juan Rangel

Chief Executive Profile

Mr. Rangel became the CEO of UNO in 1996. He began working in community organizing as an advocate for UNO during the education reform movement of the late 1980s, which culminated in the passage and implementation of the 1988 School Reform Act. Since becoming CEO, Mr. Rangel has greatly increased the scope and impact of UNO, expanding activities within Chicago as well as across its quickly-growing Hispanic suburban communties.

BOARD OF DIRECTORS

MISSION AND PROGRAMS

Mission

For over twenty years, the United Neighborhood Organization (UNO) has worked with Chicagoland Hispanics at a variety of levels: in local neighborhoods, within local and regional public administrations, and among corporate and civic leadership. UNO's mission is to challenge Hispanics to define standards of excellence for themselves towards an overall enfranchisement of this community, both in a broad sense of American social growth and at the local level in terms of stable neighborhoods and healthy families.

Programs

- UNO successfully advocated for the 1988 School Reform Act, which drastically decentralized the Chicago Public School (CPS) system and created 550 Local School Councils (LSC); - UNO maintains charters and provides direct management to both members of the UNO Charter School Network--the Octavio Paz Charter School and the Rufino Tamayo Charter School--K-8 educational facilities that alleviate overcrowding in surrounding neighborhoods and serve Hispanic and African American low-income students; - Almost 4,000 parents attended UNO?s �¡Leer Para Lograr! (Read to Achieve!) literacy workshops to improve their children?s academic performance from 2003-2004; - Through local and regional public actions, UNO's CRISIS Campaign has engaged over 3,000 parents and community organizations in a movement to call attention to Illinois? staggering Hispanic dropout rate, and expects an audience of 5,000 at its second summit to date, scheduled for 2006; - UNO referred and registered over 8,000 individuals in 2004 for free or reduced-cost health care by conducting widespread phone banking efforts (approximately 45,000 total since 2001); As one of the most successful citizenship campaigns in the country, UNO has helped nearly 70,000 individuals become U.S. Citizens since 1992; - Partnering with the University of Illinois at Chicago, UNO advocated for a historic agreement to double Hispanic employment on campus, the total resulting economic impact of which was estimated at $75 million; - Working with the American Cancer Society, Access Community Health Network, and the Illinois Department of Public Health, UNO educated over 1500 Hispanic men on Prostate Cancer, and referred 145 low-income and uninsured women for free Breast and Cervical Cancer screenings over a four-month period in 2005; - By May of 2006, over 100 Hispanic professionals will have graduated from UNO's Metropolitan Leadership Institute, a yearlong program exploring ways to obtain a leadership role in the public arena; - In 2002, UNO commissioned the largest-ever opinion survey of everyday Chicagoland Hispanics, entitled "Voices of Optimism" to gauge the attitudes and interests of local Hispanics at the grassroots level.

GOALS AND RESULTS

Accomplishments for Fiscal Year Ending December 31, 2005

1. Both of UNO's Charter Schools, Octavio Paz--located in North Lawndale and the Little Village, as well as Rufino Tamayo--located on the southwest side in Gage Park, will have served over 1,000 K-8th grade urban minority students, alleviating overcrowding and offering families a free and quality educational option.
2. Close to 4,000 Hispanic parents will have participated in UNO's educational and parental involvement literacy program across 26 Chicago Public Schools, learning about and implementing relevant knowledge in their homes and with their children.
3. Over 100 Hispanic professionals will have graduated from UNO's Metropolitan Leadership Institute, preparing individuals to create public change from a leadership role in their communities.

Objectives for Fiscal Year Beginning January 1, 2006

1. UNO continually seeks opportunities to provide educational options for parents across Chicago through the creation of additional charter schools across Chicago.
2. UNO continues to service Hispanic residents and immigrants with health care and citizenship assistance through widespread awareness and phonebanking campaigns.
3. UNO will increase its presence across Hispanic communities of Chicago, educating its audiences on issues relevant to the positive growth of their families and communties.

Self Assessment

To ensure that each of its numerous programs successfully achieves its objectives, UNO has employed an evaluation system based on communication among staff, management, and project participants. Program directors evaluate participant feedback through weekly staff reports focusing on project effectiveness. Reports detail weekly accomplishments, future goals, and reflections of staff members' roles and responsibilities within the organization, as well as organizational philosophies overall. In addition to staff reports, all staff also attend weekly staff meetings to report progress, strategies and/or difficulties implementing projects. UNO management also maintains contact with project coordinators on a weekly basis through formal and informal meetings. These channels of communication, all of which periodically evaluate the progress and outcomes of UNO programs, enable coordinators to make necessary adjustments to ensure all programmatic objectives are realized. This evaluation system guarantees the consistent involvement of UNO executive management, employs methods by which all employees can define and be held accountable to outlined goals, as well as provide input towards organizational and programmatic direction.

FINANCIAL DATA

Revenues and Expenses: Fiscal Year Ending December 31, 2007

Balance Sheet: Fiscal Year Ending December 31, 2007

Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

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