Trident United Way, Inc.

Live United

aka TUW   |   North Charleston, SC   |

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Trident United Way, Inc.

EIN: 57-0314378


Trident United Way is a catalyst for measurable community transformation in education, financial stability and health. We are the leader in uniting our community to improve lives. Our collaborative efforts are more than simply philanthropic - they are also strategic and data-driven. Together we find what works best and do more of that. By supporting TUW, you are an essential agent of fundamental change in our community - joining a passionate team to drive meaningful results that improve lives, now and for generations to come. Working with hundreds of business, non-profit, government, education, health care and faith-based partners, Trident United Way invests in programs and initiatives that measurably improve people's lives.

Ruling year info


President and CEO

Mr. DJ Hampton II J.D.

Main address

P.O. Box 63305

North Charleston, SC 29419 USA

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Subject area info



Human services

Population served info

Children and youth



Economically disadvantaged people

Unemployed people

NTEE code info

Human Service Organizations (P20)

Children's and Youth Services (P30)

Fund Raising Organizations That Cross Categories includes Community Funds/Trusts and Federated Giving Programs) e.g. United Way (T70)

What we aim to solve

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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?


Trident United Way AmeriCorps members serve local sites where they work with families across the financial stability spectrum of need. By acting as Family Navigators, they seek to address the current economic hardships of the Tri-County area by leveraging the unique strengths of Trident United Way and its community partners to make a difference in the lives of people. AmeriCorps members build capacity for the host site organization to be able to provide financial stability services to its clients through collaboration, leveraging resources and getting measurable results.

Population(s) Served

Resource Connection Centers are service hubs where low to moderate-income individuals and families have access to programs and resources such as educational resources, basic needs and resources to become self-sufficient. The Resource Connection Centers take an integrated approach to service delivery, which includes bundling and sequencing of services, leading to long-lasting financial change for clients and their families. The Centers begin with addressing basic needs and moves individuals along a continuum to achieve the goal of gaining and sustaining assets.

Population(s) Served
Unemployed people

MUSC Health, Roper St. Francis Healthcare and Trident United Way launched Healthy Tri-County, a multi-sector regional initiative to improve health outcomes in Berkeley, Charleston and Dorchester counties. The long term goal of of this initiative is to improve the health and well being of every person and community within the Tri-County area.

Population(s) Served

CharityTracker is a web application that Trident United Way provides free of charge to the Tri-County region for shared case management. This tool allows funded partners, community agencies and faith-based organizations to track and share client service information. The tool provides accountability for those being served as well as agencies working collectively to move individuals into financial stability. Trident United Way provides training for this web application and support for qualified agencies and volunteers.

Population(s) Served

FoodShare Berkeley County, powered by Trident United Way, seeks to bring fresh fruits and vegetables to the Berkeley County community to improve financial stability in homes and change individuals' lives through healthy eating. Fresh Food Boxes are available every other week and are filled with a variety of healthy fruits and vegetables at a very affordable price. Boxes can be purchased with SNAP benefits or with a credit/debit card.

Population(s) Served
Economically disadvantaged people

Trident United Way is partnering with three local organizations, one in each of the Tri-Counties, to support Community Gardens in our region. Our goal is to use Community Gardens to improve food security and provide education on organic and sustainable agriculture practices, particularly within underserved and low-income areas.

Population(s) Served

ALICE represents the Asset Limited, Income Constrained, Employed families and individuals who live and work in the Tri-County. ALICE families make more than the Federal Poverty Level but fall below the ALICE Threshold. That threshold is an income at which individuals and families are able to afford their basic needs. The ALICE Threshold is based on budgets that include costs for everyday essentials like housing, transportation, food and childcare.

In November 2023, the United Ways of South Carolina, in partnership with United for ALICE, will be launching the 2023 South Carolina ALICE Report. This report will provide a detailed snapshot of economic conditions and financial hardships across the state.

Population(s) Served

Through the Duke Endowment, Trident United Way and Healthy Tri-County have become partners in Healthy People, Healthy Carolinas (HPHC). HPHC is an initiative designed to help communities in North and South Carolina encourage healthy eating and active living. Trident United Way is engaging leaders in health care, public health, social services, government, education, business and the faith community to combine efforts and work to collaboratively address the health challenges we face as a community, rather than going at it alone.

Population(s) Served

SC 211 serves as a safety net for all individuals needing help finding assistance, by improving the effectiveness and coordination of health and human services across the state. The 211 program provides referrals to health and human service resources available in Berkeley, Charleston and Dorchester Counties. 211 is FREE to the community and for agencies to add their information.

Population(s) Served

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

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 identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, 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 ensure people feel comfortable being honest with us, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback


Trident United Way, Inc.
Fiscal year: Jul 01 - Jun 30
Financial documents
2022 Trident United Way Financial Report
done  Yes, financials were audited by an independent accountant. info

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 12.07 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 5.8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 29% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Trident United Way, Inc.

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Trident United Way, Inc.

Balance sheet

Fiscal Year: Jul 01 - Jun 30

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

Trident United Way, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Trident United Way, 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.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$787,568 -$768,298 -$412,426 $2,899,799 -$536,783
As % of expenses -8.9% -8.6% -5.0% 41.9% -7.2%
Unrestricted surplus (deficit) after depreciation -$877,440 -$869,439 -$563,053 $2,767,488 -$734,995
As % of expenses -9.8% -9.6% -6.7% 39.2% -9.6%
Revenue composition info
Total revenue (unrestricted & restricted) $9,234,532 $7,213,892 $8,069,654 $7,996,754 $7,714,976
Total revenue, % change over prior year -12.4% -21.9% 11.9% -0.9% -3.5%
Program services revenue 0.4% 1.5% 0.8% 0.6% 1.1%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 3.1% 4.1% 3.5% 4.2% 4.4%
Government grants 3.5% 3.8% 3.6% 11.5% 12.7%
All other grants and contributions 86.8% 87.4% 84.3% 69.5% 76.4%
Other revenue 6.2% 3.2% 7.8% 14.3% 5.5%
Expense composition info
Total expenses before depreciation $8,857,263 $8,942,878 $8,251,642 $6,924,287 $7,485,626
Total expenses, % change over prior year -3.8% 1.0% -7.7% -16.1% 8.1%
Personnel 34.4% 34.1% 41.4% 47.5% 39.9%
Professional fees 8.5% 9.0% 8.3% 8.8% 9.9%
Occupancy 1.5% 1.6% 1.9% 1.9% 0.4%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 48.4% 47.4% 39.8% 31.9% 38.3%
All other expenses 7.2% 7.8% 8.5% 10.0% 11.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $8,947,135 $9,044,019 $8,402,269 $7,056,598 $7,683,838
One month of savings $738,105 $745,240 $687,637 $577,024 $623,802
Debt principal payment $0 $0 $0 $0 $596,870
Fixed asset additions $132,718 $405,686 $167,290 $0 $0
Total full costs (estimated) $9,817,958 $10,194,945 $9,257,196 $7,633,622 $8,904,510

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 5.4 7.6 6.7 10.6 9.0
Months of cash and investments 20.1 18.6 20.0 29.3 24.8
Months of estimated liquid unrestricted net assets 18.3 16.5 17.0 25.4 22.6
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $3,954,010 $5,679,788 $4,636,749 $6,095,730 $5,619,231
Investments $10,849,752 $8,181,613 $9,111,931 $10,790,956 $9,832,921
Receivables $4,000,556 $3,283,698 $3,160,945 $2,360,044 $2,428,522
Gross land, buildings, equipment (LBE) $3,241,898 $3,634,889 $3,858,853 $3,802,660 $3,837,191
Accumulated depreciation (as a % of LBE) 45.6% 43.1% 46.0% 49.6% 54.3%
Liabilities (as a % of assets) 4.2% 6.2% 8.6% 7.3% 8.0%
Unrestricted net assets $15,240,418 $14,370,979 $13,807,926 $16,575,414 $15,840,419
Temporarily restricted net assets $3,922,696 $3,192,130 N/A N/A N/A
Permanently restricted net assets $652,358 $617,629 N/A N/A N/A
Total restricted net assets $4,575,054 $3,809,759 $3,622,395 $3,108,592 $2,232,961
Total net assets $19,815,472 $18,180,738 $17,430,321 $19,684,006 $18,073,380

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

President and CEO

Mr. DJ Hampton II J.D.

Hampton has held critical leadership roles at some of the largest nonprofits in the U.S., including over two decades in the United Way Network, having personally developed over $50 Million in planned gifts, led teams supporting over $1.2 Billion in annual individual giving and helped launch over $1 Billion in initiative and endowment campaigns. After United Way, Hampton led development for The ALS Association and worked to increase system-wide revenue 40% over three years following the Ice Bucket Challenge. He also served as the senior vice president of market leadership and chief development officer for March of Dimes where he drove transformation, grew $130 million in annual revenue and led over 300 staff. Most recently, Hampton founded and led ALoDay Consulting, where he advised and supported a variety of nonprofits globally. Hampton earned a Master’s in nonprofit management from Alfred University, a J.D. from the David A. Clarke School of Law and is a member of the D.C. Bar.

Number of employees

Source: IRS Form 990

Trident United Way, Inc.

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

Trident United Way, Inc.

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Trident United Way, Inc.

Board of directors
as of 01/19/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mark Lewis


Term: 2024 - 2023

Catharine Almquist

Trident Technical College

Dusti Annan

Medical University of South Carolina

Rita Berry

Greater Summerville/Dorchester County Chamber of Commerce

Jennifer Brown

Palmetto Community Action Partnership

P.J. Browning

Evening Post News

Natasha Chatman

Fetter Health Care Network

Eric Craine

First Citizens Bank

Dan Curia

City of Charleston

Brad Davis

Community Volunteer

Rebecca Engelman

Select Health of South Carolina

Bob Fei

Life Cycle Engineering

Travis Frank

South Carolina Ports Authority

B. Shawan Gillians, J.D.

Womble Bond Dickinson

Chris Glenn

Roper St. Francis Healthcare

Mollie Gore

Santee Cooper

Greg Habib

City of Goose Creek

Fleetwood Hassell

Bank of South Carolina

Courtney Howard, PhD

College of Charleston

Scott Howell

Ground Swell Capital

Deon Jackson

Community Volunteer

Fran Johnson

Johnson & Johnson Insurance, Inc.

Wendy Kopp

FineMark National Bank and Trust

Julie Kornahrens

Community Volunteer

Peter LaMotte

Chernoff Newman

Todd Lant


Mark Lattanzio

Truist Bank

Bob Lowe


Katie McCravy

Optus Bank

Barbara Melvin

South Carolina Ports Authority

Lauren Nilan

Elliott Davis LLC

Christina Oh

Trident Medical Center

Rev. Marion Platt

Star Gospel

Casandra Price


Michael Samuel

MikeSam Fitness

Michael Scarafile

Carolina One Real Estate

Geona Shaw Johnson

City of Charleston

Melanie Stith

Roper St. Francis Healthcare

Richard Waring

Charleston Metro Chamber of Commerce

Fran Welch, PhD

College of Charleston

Jeremy Willits

Avison Young

Ed Woodcock


David Zaas, MD

Medical University of South Carolina

Bill Zobel

Banks Construction

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 ? Not applicable
  • 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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 10/27/2023

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
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 10/18/2023

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 ask team members to identify racial disparities in their programs and / or portfolios.
  • 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser