Galveston, TX   |
GuideStar Charity Check


EIN: 74-1198299


United Way of Galveston harnesses the power of community to connect those who can help with those who need help.

Ruling year info


Executive Director

Lindsey White

Main address

PO Box 2250

Galveston, TX 77553 USA

Show more contact info



Subject area info




Disasters and emergency management

Population served info

Children and youth



NTEE code info

Philanthropy / Charity / Voluntarism Promotion (General) (T50)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

We fight for the health, education and financial stability of everyone in our community because we believe that every person in our Galveston deserves the opportunity to thrive.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Workplace Giving

United Way of Galveston facilitates workplace giving to ensure to ensure that basic needs like food and shelter, as well as game-changing services, like high-quality, early childhood education and workforce development, are available on the island.

Population(s) Served

United Way of Galveston serves as the fiscal agent and administrator for the Galveston County Recovery Fund, which is activated immediately when a disaster is declared in Galveston County. This program funded recovery efforts following Hurricane Ike as well as Hurricane Harvey.

Population(s) Served

Where we work


Public Outreach Award 2019

American Planning Association

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of organizational partners

This metric is no longer tracked.
Totals By Year
Population(s) Served

Age groups, Health, Social and economic status

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

This includes Partner Agencies, Corporate Partners, and Community Organizations

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

We are working to improve health, education, and financial stability in Galveston.

We identify gaps in services that are hampering health, education, and financial stability, and then we partner and fund programs that are meeting these needs.

Because of our network with more than 50 local charitable organizations that specialize in their respective fields, we are able to understand the complex needs in our community. We are also connected to Galveston's large and small employers, where we facilitate workplace giving to provide financial support to our Partner Agencies.

With the funds raised in our last workplace giving campaign, our Partner Agencies were able to provide more than 30,000 units of service to members of our community to improve their health, education, and financial stability.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time


Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 4.16 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 20.4 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 22% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 survive long, but the types of assets and liabilities must also 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.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of UNITED WAY OF GALVESTON INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $166,628 -$184,793 -$42,638 -$36,835 -$42,968
As % of expenses 7.7% -14.7% -2.3% -3.3% -8.4%
Unrestricted surplus (deficit) after depreciation $166,628 -$184,793 -$42,638 -$36,835 -$42,968
As % of expenses 7.7% -14.7% -2.3% -3.3% -8.4%
Revenue composition info
Total revenue (unrestricted & restricted) $2,105,183 $1,495,504 $1,442,645 $978,703 $536,359
Total revenue, % change over prior year 4.5% -29.0% -3.5% -32.2% -45.2%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.7% 1.5% 1.1% 1.1% 3.5%
Government grants 63.5% 60.2% 4.2% 3.7% 0.0%
All other grants and contributions 34.2% 36.7% 80.0% 89.7% 99.9%
Other revenue 1.7% 1.6% 14.7% 5.5% -3.4%
Expense composition info
Total expenses before depreciation $2,166,005 $1,261,076 $1,843,035 $1,114,537 $514,295
Total expenses, % change over prior year 13.3% -41.8% 46.1% -39.5% -53.9%
Personnel 7.3% 14.3% 10.1% 16.0% 39.6%
Professional fees 1.6% 2.8% 1.9% 3.3% 10.3%
Occupancy 0.9% 1.6% 1.2% 1.9% 4.2%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 28.5% 58.7% 83.6% 71.8% 32.6%
All other expenses 61.7% 22.5% 3.3% 7.0% 13.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $2,166,005 $1,261,076 $1,843,035 $1,114,537 $514,295
One month of savings $180,500 $105,090 $153,586 $92,878 $42,858
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $2,346,505 $1,366,166 $1,996,621 $1,207,415 $557,153

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 8.7 16.4 8.2 14.8 31.0
Months of cash and investments 8.7 16.4 8.2 14.8 31.0
Months of estimated liquid unrestricted net assets 8.2 12.2 8.1 13.0 26.6
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $1,576,454 $1,727,912 $1,264,869 $1,376,834 $1,328,911
Investments $0 $0 $0 $0 $0
Receivables $522,842 $591,154 $589,926 $374,634 $417,275
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 21.5% 18.8% 20.0% 23.9% 19.1%
Unrestricted net assets $1,472,028 $1,287,235 $1,244,597 $1,207,762 $1,139,406
Temporarily restricted net assets $184,205 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $184,205 $605,785 $247,283 $133,796 $294,111
Total net assets $1,656,233 $1,893,020 $1,491,880 $1,341,558 $1,433,517

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Lindsey White

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 02/07/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Jennifer Lamm

Moody Gardens

Term: 2022 - 2027

Kent Etienne


Neil Hoover

Private Practice

Neil Murphy


Jennifer Lamm

Moody Gardens

April Cicarrello

UTMB Health

Bryan Kunz

Visit Galveston

Kevin Dillow


Zahrah Ektefaei


Leonard Woolsey

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • 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? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 1/18/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person with a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


No data

Equity strategies

Last updated: 12/16/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.