PLATINUM2024

United Way of North Central Ohio Inc

Live United

Marion, OH   |  http://www.unitedwaynco.org
GuideStar Charity Check

United Way of North Central Ohio Inc

EIN: 31-0641236


Mission

United Way fights for the education, health and financial stability of every person in our communities. Our Bold Goals are our community’s collective vision for how to make our region even stronger for everyone who calls it home. Helping families and individuals in poverty requires more than treating symptoms, it requires a total systems change to tackle the root causes of societal problems. Through our Bold Goals initiative and collaborative efforts, our community can come together to align resources and solve the problems no single donor, organization, or government agency can accomplish alone. Together, we make our communities more vibrant and successful. It’s not about short-term charity, it’s about lasting change.

Ruling year info

1963

Executive Director

Amber Wertman

Main address

125 Executive Dr Ste 100

Marion, OH 43302 USA

Show more contact info

EIN

31-0641236

Subject area info

Nonprofits

Foundations

Population served info

Age groups

Family relationships

NTEE code info

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

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

SOURCE: Self-reported by organization

Summarized our bold goals are Successful Children, Healthy Families & Self-Sufficient Residents.

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?

Improving Early Childhood Development & Mentoring Programs

Long-term solutions to the toughest challenges our community faces begin with supporting our children’s development and education. That’s why our number one Bold Goal at UWNCO is a community filled with successful children. We bring together agencies and organizations who are fighting to improve early childhood literacy rates, providing positive mentorship opportunities, and increasing rates of kindergarten readiness and high school graduation.

Population(s) Served
Age groups
Family relationships

Where we work

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 organizations applying for grants

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Total number of grants awarded

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of Facebook followers

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Collective community impact through RBA (Results-Based Accountability) begins with common understanding of the problem, a shared vision for change, and an agreement for data collection and measurement.

Together with community leaders and local social service agencies, we identified three Bold Goals for our community and decided on data indicators that will help us measure success.

Every program, collaboration, and initiative we facilitate or fund with donor dollars impacts one or more of these Bold Goals: Successful Children, Healthy Families, & Self-Sufficient Residents.

To view our Community Partners and Program Dashboards, go to our website at https://unitedwaynco.org/community_partners_programs/.

Collective community impact through RBA begins with a common agenda – common understanding of the problem and a shared vision for change – and an agreement for data collection and measurement. Together with community leaders and local social service agencies, UWNCO identified four statements that describe our shared vision for the future of our community and decided on the data indicators that would measure success.

Our bold goals include...

Improving Early Childhood Development & Mentoring Programs

Long-term solutions to the toughest challenges our community faces begin with supporting our children’s development and education. That’s why our number one Bold Goal at UWNCO is a community filled with successful children. We bring together agencies and organizations who are fighting to improve early childhood literacy rates, providing positive mentorship opportunities, and increasing rates of kindergarten readiness and high school graduation.

Healthy Families & Creating Vibrant Neighborhoods

Healthy communities are successful communities. Every person in our region deserves a safe, warm place to live, dependable access to nutritious food and other necessities, and healthcare services for mind and body. At UWNCO, we leverage funding and resources for organizations working for safe and affordable housing, increased quality of life, and vibrant neighborhoods for our community.

Self-Sufficient Residents

Enhanced Workforce Development & Leadership Opportunities
Families and individuals in our community are facing financial obstacles that prevent a good quality of life. Collaborations convened by United Way of North Central Ohio are fighting to put every person in our community on the path toward financial empowerment and self-sufficiency. This work starts with access to services, job training, and credit counseling and money management programs.

Our drive to implement bold solutions to achieve bold goals for the community is powered by our commitment to Results-Based Accountability, or RBA.

RBA is a common-sense process that helps us and the organizations we fund challenge and overcome the assumptions that can be barriers to progress. It builds collaboration and consensus across the community, and most importantly, it uses data and transparency to ensure accountability for the performance of our programs. Using RBA ensures that United Way leverages funding in the most effective way, helping the most people.

Our progress is tracked online at https://unitedwaynco.org/community_partners_programs/.

Financials

United Way of North Central Ohio Inc
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

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

Liquidity in 2023 info

SOURCE: IRS Form 990

6.47

Average of 17.22 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

15.3

Average of 9.8 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

16%

Average of 20% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

United Way of North Central Ohio Inc

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

United Way of North Central Ohio 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

United Way of North Central Ohio Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of United Way of North Central Ohio 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 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation -$223,043 $217,708 $110,650 $35,644 -$25,138
As % of expenses -14.2% 18.2% 9.9% 3.3% -2.5%
Unrestricted surplus (deficit) after depreciation -$224,436 $216,315 $109,257 $34,251 -$26,699
As % of expenses -14.3% 18.1% 9.7% 3.2% -2.7%
Revenue composition info
Total revenue (unrestricted & restricted) $1,372,157 $1,425,105 $1,157,843 $1,163,628 $911,941
Total revenue, % change over prior year 6.2% 3.9% -18.8% 0.5% -21.6%
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 0.9% 1.4% 1.0% 1.6% 2.1%
Government grants 0.0% 0.0% 4.9% 0.0% 0.0%
All other grants and contributions 96.1% 97.2% 92.0% 96.7% 95.8%
Other revenue 2.9% 1.4% 2.1% 1.6% 2.0%
Expense composition info
Total expenses before depreciation $1,566,715 $1,194,427 $1,122,412 $1,074,423 $1,004,881
Total expenses, % change over prior year 22.0% -23.8% -6.0% -4.3% -6.5%
Personnel 17.7% 22.9% 22.6% 22.5% 23.7%
Professional fees 3.0% 1.1% 1.2% 1.4% 3.3%
Occupancy 2.8% 3.8% 3.8% 3.9% 4.2%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 46.6% 34.0% 32.8% 38.4% 53.0%
All other expenses 29.9% 38.1% 39.5% 33.7% 15.8%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $1,568,108 $1,195,820 $1,123,805 $1,075,816 $1,006,442
One month of savings $130,560 $99,536 $93,534 $89,535 $83,740
Debt principal payment $0 $0 $57,200 $0 $0
Fixed asset additions $0 $0 $0 $0 $4,932
Total full costs (estimated) $1,698,668 $1,295,356 $1,274,539 $1,165,351 $1,095,114

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 8.1 13.4 14.2 14.5 15.3
Months of cash and investments 10.8 17.1 18.4 19.9 21.3
Months of estimated liquid unrestricted net assets 11.2 17.0 19.2 20.4 21.5
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $1,061,945 $1,336,327 $1,326,596 $1,301,042 $1,281,758
Investments $352,527 $365,032 $391,009 $484,388 $503,110
Receivables $301,192 $243,514 $214,473 $159,030 $167,424
Gross land, buildings, equipment (LBE) $85,716 $85,716 $85,716 $85,716 $90,648
Accumulated depreciation (as a % of LBE) 87.5% 89.2% 90.8% 92.4% 89.1%
Liabilities (as a % of assets) 5.3% 4.3% 1.3% 1.1% 9.7%
Unrestricted net assets $1,477,155 $1,693,470 $1,802,727 $1,836,978 $1,810,279
Temporarily restricted net assets $153,059 N/A N/A N/A N/A
Permanently restricted net assets $4,500 N/A N/A N/A N/A
Total restricted net assets $157,559 $177,472 $117,595 $94,341 $43,913
Total net assets $1,634,714 $1,870,942 $1,920,322 $1,931,319 $1,854,192

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No

Operations

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

Documents
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Amber Wertman

Number of employees

Source: IRS Form 990

United Way of North Central Ohio Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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.

United Way of North Central Ohio Inc

Board of directors
as of 02/19/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Aaron Rollins

Poet Biofuel

Term: 2023 - 2025

Aaron Rollins

POET Biorefining

Susan Kent

Ohio Mutual Insurance Group

Nicolle Wampler

Marion Correctional Institution

Mike Ring

Marion County Council on Aging

Rhonda Burggraf

Marion County Family Court

Marty Stansbery

Baker Financial Group

Matt Orians

Mizick Miller & Co.

Erica Kaple

Kegler Brown

Matt Carbary

Sims Brothers Recycling

Kim Niedermeier

Graphic Packaging

Caleb Ulmer

Park National Bank

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 2/8/2023

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 06/25/2021

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

Data
  • 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 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 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.