Programs and results
What we aim to solve
Our donors, staff, and volunteers improve our community by changing one life at a time. In Worcester alone, more than 80,000 people live at or below the poverty level. 1 in 5 students from low-income families will not graduate on time. Statewide, more than 700,000 children and adults experience food insecurity, and the hunger rate in the state is growing. These are complex problems that require complex solutions and cooperation between organizations. United Way unites community agencies working to tackle these issues by focusing on 4 strategic areas–what we consider the building blocks for a successful life.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
United Way Community Impact
Every day, United Way of Central Massachusetts works to improve the community and break the cycle of poverty. Programs are aligned with our strategic goals: EDUCATION, FAMILY STABILITY, and HEALTH and SAFETY NET.
Where we work
External reviews

Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
United Way’s vision for Central Massachusetts is to LIVE UNITED by investing in educational opportunities, supporting strong families and building healthy communities. For 100 years United Way has been connecting people and resources to improve the community. Our work is future-focused around access to education, family economic opportunity, and physical and mental health supports as well as being committed helping people of all ages with the critical issues of today.
What are the organization's key strategies for making this happen?
EDUCATION Strategies:
EARLY CHILDHOOD EDUCATION AND DEVELOPMENT
• Increase assessment and screenings for the early identification and support of children with developmental or behavioral concerns;
• Increase the number of children who improve in identified ways so they are ready to learn when they enter school;
• Increase the number of children 0-K who participate in high-quality center-based, or formal home-based programming.
YOUTH DEVELOPMENT
• Adopt early warning indicators such as monitoring attendance, behavior, and academic course completion to assess whether children are on track or in need of additional supports or interventions;
• Relatedly, ensure that students who are identified with developmental delays, behavioral or mental health concerns, or other identified risk factors are provided with an individualized plan of prevention, intervention, and enrichment services that include family engagement and support;
• Increase the number of children reading at grade level by third grade;
• Increase the number of students who score proficient or better on statewide academic assessments;
• Increase the number of children and youth with access to on-site mental and behavioral health services;
• Increase the number of youth ages 5 to 19 with formal mentors; affordable, high quality out-of-school time; and academically enriched summer learning programs;
• Increase the number of youth ages 14-19 engaged in leadership development or civic engagement programs and summer and year-round employment.
HEALTH Strategies:
HEALTHY EATING
• Amplify efforts to increase year-round access to nutritious foods for families, particularly fruits and vegetables.
PHYSICAL ACTIVITY AND WELLNESS
• Increase opportunities and spaces for physical exercise and play for both children and adults that are free from crime, violence, and pollution;
• Reduce barriers to accessing mental and behavioral health supports.
RISK PREVENTION
• Increase evidence-based prevention programs for youth/adults to avoid or reduce risky behaviors (e.g. alcohol, drug abuse, unprotected sexual activity)
FAMILY STABILITY Strategies:
WORKFORCE DEVELOPMENT
• Successful completion of adult basic education, ESL, HiSET (GED) and/or workforce training programs;
• Increase access for high-need families to career development/career advancement services;
• Increase the number of post-High School age youth who successfully transition to college or career.
FAMILY SUPPORT
• Increase supports to high-need families such that they are able to maintain a stable household and to build assets;
• Increase access for high-need families to enhanced financial management services that would include education about EITC, financial literacy, banking, and benefits eligibility.
What are the organization's capabilities for doing this?
United Way serves as a convener, leader, volunteer mobilizer and advocate for these issues, as well as a funder. We identify and work with community partner organizations to perform the direct serve work in each of these areas.
What have they accomplished so far and what's next?
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
UNITED WAY OF CENTRAL MASSACHUSETTS INC
Board of directorsas of 08/03/2022
Edward White
National Grid
Term: 2022 - 2024
Joseph Mielinski
Saint-Gobain Abrasives, Inc.
Rachel Monarrez
Worcester Public Schools
Matilde Castiel, MD
City of Worcester
Joseph Carlson
Central Mass Labor Council
Jeffrey Chin
North Star Families
Therese Day
UMass Memorial Health Care
Sheilah Dooley
Pernet Family Health Services, Inc.
Joseph Hamilton, Esq.
Mirick O'Connell
Deborah Larson
Wells Fargo
Daniel Mastrototaro
The Hanover Insurance Group
James O'Day
State Representative, 14th Worcester District
Elizabeth Oluokun
Amazon
Luis Pedraja, Ph. D.
Quinsigamond Community College
Gina Plata-Nino, Esq.
Central West Justice Center
Alexander Richardson
Worcester Red Sox
Naomi Sleeper
Imperial Distributors
Clyde Talley
Belmont A.M.E. Zion Church
Edward White
National Grid
Che Anderson
UMass Medical School
Christopher Watson
Webster Five
John Tenacea
Bank of America
Elizabeth Vittum
Seven Hills Foundation
Geoffrey Spofford
Lian Zarrow
Eric Batista
City of Worcester
Doug Belanger
United Food and Commercial Workers Local 1445
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data