United Way of Clallam County
EIN: 91-0714632
as of November 2023
as of November 13, 2023
Mission
To strengthen our community by helping people to live safe, healthy and productive lives.
Ruling year
1954
Chief Executive Officer
Christy Smith
Main address
PO Box 937
Port Angeles, WA 98362 USA
EIN
91-0714632
Human services
Foundations
Population served
Children and youth
Infants and toddlers
Adults
NTEE code
Fund Raising Organizations That Cross Categories includes Community Funds/Trusts and Federated Giving Programs) e.g. United Way (T70)
Philanthropy / Charity / Voluntarism Promotion (General) (T50)
Community Foundations (T31)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
Since 1952, the United Way has been advancing the common good in Clallam County by investing in the building blocks of a good life - Education, Financial Stability and Health. In addition, we fund several Community Impact Projects - Get It Done Fund, Dolly Parton Imagination Library, Clallam Resilience Project, and Community Diversity, Equity, and Inclusion work.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Fundraising Campaign
Raise money locally and distribute to local health and human care agencies and Community Impact Initiatives. Contract with local Foundations and governmental agencies to help distribute their human service dollars, manage United Way of Clallam County Community Foundation.
Clallam Community Foundation
The Clallam Community Foundation is a way for people to leave a permanent legacy for health and human care needs in Clallam County. The Foundation is a permanent endowment fund which helps to strengthen local non-profit agencies and helps people give to our community.
Donors may establish a named fund to honor a loved one. Family members, friends or others may be appointed as advisors to make recommendations for distributions from the fund. The Clallam County Foundation helps identify missions and verify the charitable status of the organizations you may want to support.
Dolly Parton Imagination Library
Dolly Parton’s Imagination Library is a book gifting program that mails free, high-quality books to children from birth to age five, no matter their family’s income.
After launching in 1995, the program grew quickly. First books were only distributed to children living in Sevier County, Tennessee where Dolly grew up. It became such a success that in 2000 a national replication effort was underway. By 2003, Dolly Parton’s Imagination Library had mailed one million books. It would prove to be the first of many millions of books sent to children around the world.
In December of 2020, United Way of Clallam County partnered with North Olympic Library Foundation and North Olympic Library System to start a local affiliate of The Dolly Parton Imagination Library.
Clallam Resilience Project
The Clallam Resilience Project is a consortium of over 50 organizations working together to foster resiliency for our residents, organizations, community, and systems. Using research from the NEAR (Neuroscience, Epigenetics, Adverse Childhood Experiences (ACEs), and Resiliency) sciences, we provide opportunities to connect, learn, and educate on how and why to apply trauma sensitive care county wide.
The Clallam Resilience Project hosts monthly community meetings, NEAR science trainings, and celebrates Resiliency Month each October.
Diversity, Equity, & Inclusion
United Way of Clallam County is leaning into our role as a community leader and seeking ways to build equity and impact throughout the nonprofit sector and into the larger community of Clallam County. Our Community Impact work partners and supports Clallam County’s nonprofit and human service agencies to advance our strategic focus of addressing community needs. Our vision for equity leads us through a journey that is both inward facing and outward focused and is broken into three initiatives – Building an Anti-Racist Organization, Equity in Grantmaking, and Community Convenings.
Where we work
External reviews
Our results
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
Adults, Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Our Goals are:
• To strengthen our communities by enhancing the ability of people to live safe, healthy, and productive lives
• To remain the premier fundraising group in our community for human service needs
• To work with the community to provide leadership in meeting human service needs
• To help people give to our community
• To be a constructive voice for human service needs in Clallam County
What are the organization's key strategies for making this happen?
The United Way of Clallam County provides opportunities for community members to give, advocate, and volunteer.
In order to help all people have the opportunity to achieve their full potential, we support programs in Education that promote academic achievement, we advance Economic Mobility by helping everyone achieve greater financial stability, and we promote good Health by partnering to maximize physical and mental health and well-being across all of Clallam County.
What are the organization's capabilities for doing this?
We fund over 20 Partner Agencies with annual allocations which come from undesignated donations to United Way. In addition, we distribute funds to non-partner agencies and other charities as directed by our donors through the designation process.
We also manage the Clallam Community Foundation, that accepts bequests of all kinds, including remainder trusts and donor driven funds.
Incorporated in Clallam County since 1952, United Way of Clallam County is a tax-exempt 501(c)(3) organization governed by a local volunteer board of directors, and managed by four full-time employees. Hundreds of volunteers county-wide give of their time and talents to United Way and our Partner Agencies.
What have they accomplished so far and what's next?
Over the past few years, United Way of Clallam County:
• Invested over $1,421,550 in our community including $253,540 in COVID-19 Response Funds
• Established the Early Education Fund, a partnership with our local community college, Peninsula College, so that students with barriers preventing them from graduating from the Early Education Program could stay in the program and finish.
• Grew Youth United, a program through which high school students who volunteer 145 hours or more can receive their varsity letter, to each high school in Clallam County
These are just a few of the great things that the United Way of Clallam County has accomplished recently, but the work doesn't stop there.
United Way of Clallam County’s strategic vision includes strengthening partnerships with and increasing support of nonprofit/human service agencies to advance our strategic focus of addressing community needs, including:
• Access to safe & affordable housing,
• Support for strong and secure families and safe/nurturing environments,
• Access to lifelong learning to ensure a strong workforce,
• Advance efforts to create more equitable outcomes for our priority populations.
• Staying responsive to community needs as they arise.
We recognize that the pandemic has highlighted and exacerbated persistent challenges many children, families, and communities experienced pre-COVID-19 due to race, geography, income, and other factors. United Way of Clallam County is dedicated to investing both in immediate needs and in making strategic changes to address inequities and disparities throughout our County.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, 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
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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 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
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is hard to come up with good questions to ask people, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
9.52
Months of cash in 2022 info
5.4
Fringe rate in 2022 info
30%
Funding sources info
Assets & liabilities info
Financial data
United Way of Clallam County
Balance sheetFiscal Year: Apr 01 - Mar 31
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: Apr 01 - Mar 31
This snapshot of United Way of Clallam County’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 | $2,117,675 | -$557,950 | -$639,372 | $1,437,476 | $483,330 |
| As % of expenses | 190.4% | -33.6% | -58.0% | 187.2% | 44.6% |
| Unrestricted surplus (deficit) after depreciation | $2,115,776 | -$559,685 | -$641,189 | $1,435,573 | $481,775 |
| As % of expenses | 189.9% | -33.7% | -58.0% | 186.5% | 44.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,313,705 | $937,030 | $831,001 | $865,276 | $1,501,345 |
| Total revenue, % change over prior year | 162.1% | -71.7% | -11.3% | 4.1% | 73.5% |
| Program services revenue | 0.2% | 0.9% | 0.9% | 1.8% | 0.3% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 3.1% | 24.3% | 23.3% | 19.0% | 16.8% |
| Government grants | 0.0% | 0.0% | 0.0% | 8.5% | 0.3% |
| All other grants and contributions | 83.8% | 79.3% | 80.2% | 58.9% | 82.1% |
| Other revenue | 12.9% | -4.4% | -4.5% | 11.8% | 0.5% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,112,036 | $1,659,601 | $1,102,860 | $767,766 | $1,083,233 |
| Total expenses, % change over prior year | 20.5% | 49.2% | -33.5% | -30.4% | 41.1% |
| Personnel | 15.5% | 10.7% | 19.5% | 30.2% | 25.2% |
| Professional fees | 4.3% | 3.0% | 4.0% | 5.2% | 4.6% |
| Occupancy | 1.3% | 0.9% | 1.2% | 1.7% | 1.1% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 45.6% | 63.6% | 40.0% | 40.4% | 48.7% |
| All other expenses | 33.2% | 21.8% | 35.3% | 22.4% | 20.4% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,113,935 | $1,661,336 | $1,104,677 | $769,669 | $1,084,788 |
| One month of savings | $92,670 | $138,300 | $91,905 | $63,981 | $90,269 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $5,276 |
| Total full costs (estimated) | $1,206,605 | $1,799,636 | $1,196,582 | $833,650 | $1,180,333 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 6.1 | 4.3 | 5.7 | 9.7 | 5.4 |
| Months of cash and investments | 71.6 | 41.9 | 57.5 | 102.2 | 78.6 |
| Months of estimated liquid unrestricted net assets | 60.8 | 36.7 | 48.3 | 91.8 | 70.3 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $568,101 | $595,768 | $528,029 | $622,409 | $485,430 |
| Investments | $6,063,651 | $5,194,885 | $4,754,932 | $5,914,004 | $6,611,745 |
| Receivables | $297,264 | $250,603 | $213,464 | $138,392 | $129,482 |
| Gross land, buildings, equipment (LBE) | $32,263 | $33,002 | $33,002 | $34,308 | $39,582 |
| Accumulated depreciation (as a % of LBE) | 79.1% | 84.8% | 88.1% | 90.3% | 82.2% |
| Liabilities (as a % of assets) | 14.8% | 12.1% | 15.7% | 9.8% | 10.3% |
| Unrestricted net assets | $5,639,947 | $5,080,262 | $4,439,073 | $5,874,646 | $6,356,421 |
| Temporarily restricted net assets | $285,676 | $250,603 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $285,676 | $250,603 | $213,464 | $170,765 | $157,176 |
| Total net assets | $5,925,623 | $5,330,865 | $4,652,537 | $6,045,411 | $6,513,597 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Christy Smith
Christy Smith holds a degree in Exercise Science and Sports Psychology from Western Washington University. She started her career in non-profit work with the Boys & Girls Clubs where she was both a program manager and United Director. She spent eleven years working as a public health educator and statewide advocate for the Safe Routes to School National Partnership. In 2016 she joined the United Way of Clallam County staff as their Resource Development Manager. A year later she was promoted to CEO. Her work with United Way includes a focus on education, financial stability and health for residents in Clallam County, Washington.
Number of employees
Source: IRS Form 990
United Way of Clallam County
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
United Way of Clallam County
Board of directorsas of 09/01/2023
Board of directors data
Amie Batton
Peninsula College
John Albiso
US Navy, Retired
Olaf Baumann
Holy Trinity Lutheran Church
Bill Benedict
Clallam County
Kristen DeCou
Modern Refresh
Jennifer Dyrseth
Olympic Medical Center
Tyler Johnson
Edward Jones
Jo Johnston
Arrow Marine
Pauline Marvin
Peninsula College
Grant Munro
Munro LLC
Michelle Olsen
Port Angeles School District
Meredith Parker
DSHS
Tammy Rux
First Federal
Glenn Smithson
7 Cedars Casino
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? 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? 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
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/01/2023GuideStar 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 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 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 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.
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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