Burlington, WA   |
GuideStar Charity Check


EIN: 91-0755705


Uniting Skagit County to build a positive and sustainable quality of life for all.

Ruling year info


Executive Director

Mandi Rothman

Main address

PO Box 451

Burlington, WA 98233 USA

Show more contact info



Subject area info


Human services

Population served info

Infants and toddlers


Economically disadvantaged people

NTEE code info

Human Service Organizations (P20)

What we aim to solve

SOURCE: Self-reported by organization

Skagit County has an 11% household poverty rate, and an additional 29% of households are at a consistent risk of dipping below the poverty line. This total 40% of households, Skagit County residents, may be ineligible for other services, likely lack the resources to overcome their challenges, and are in need of tools and knowledge to increase household stability. Programming and resources are needed at multiple levels to address the diverse audience and family types within our area; diverse programming and opportunities are necessary to affect the poverty risk rates in Skagit County.

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?

Welcome Baby

United Way has brought the Welcome Baby (WB) program to Skagit Valley Hospital. Our Welcome Baby Coordinator, (who is bilingual to meet the needs of the Hispanic community), meets with newborns and their parents with links to a myriad of resources and the knowledge that others are here to support them. During the hospital visit, the Welcome Baby coordinator introduces families to parenting and early learning resources in the community designed to promote literacy and kindergarten readiness. The coordinator also provides referrals to service providers in the areas of health and wellness, family support, basic needs, childcare, early learning, special needs, and recreational activities. They are available by phone/text to respond to questions/concerns from the families. By supporting new families from the very beginning, this project will increase kindergarten readiness, school success, and long-term education and health outcomes for vulnerable Skagit County children.

Population(s) Served
Infants and toddlers

Through Early Learning there is compelling evidence that strong investments in the early years, prenatally through 3rd grade, have significant implications for ensuring all students graduate from school with the skills, knowledge and behaviors needed for any and all career and college pathways. United Way has contracted to provide an Early Learning coordinator for the county in cooperation with the Children's Council of Skagit County. The Early Learning Coordinator is responsible for providing leadership, coordination and/or management of early childhood programs, as well as providing technical assistance and training in the area of early childhood education and developmentally appropriate practices. This position also conducts site visitations and observations in preschools and child care settings, monitors project data and implementation of birth through age 8 programs, facilitates coalition building among county partners.

Population(s) Served
Infants and toddlers

Through Financial Literacy and Financial Self-Sufficiency, evidence reveals that we learn more from education if it is experiential and relevant to our lives. This is why United Way of Skagit County is contracted with a consultant to provide a Financial Empowerment Peer-to-Peer program. Volunteer peer led financial education sessions are held with groups of low to moderate income (LMI) individuals/families throughout Skagit County. Graduates receive a Bank-On type certificate upon completion of the series and are provided with incentives along the way. Teams of peer leaders are trained to deliver financial education curriculum to groups of peers. Peer leaders guide peers on accessing community resources, serving as critical liaisons to financial institutions and other organizations providing financial education. Studies show that pairing financial education with other services, such as access to checking or savings accounts may yield greater results in terms of behavior change.

Population(s) Served
Economically disadvantaged people

In cooperation with WorkSource and Foundation of District 304 we have partnered with local school districts to bring Youth United-Varsity in Volunteerism to the high schools. Students are awarded a varsity pin/letter for completing 100 hours of community service and attending trainings and meetings. Some of the many benefits participants receive are improved social and relationship skills, increase self-confidence, prevent depression, and teach valuable job skills.

Population(s) Served

Just as food banks are a dependable source of food, diaper banks supply a basic need for families in crisis. Diaper banks collect, store and donate diapers to a network of partner agencies who distribute free diapers to families facing financial hardship. The mission of the diaper bank is to ensure that families living in poverty have an adequate supply of diapers for their infants and toddlers; to raise community awareness that “basic human needs” include diapers.
The vision of the diaper bank is a two-generation approach that focuses on creating opportunities for meeting the needs of vulnerable children and their parents. Two-generation approaches draw from findings that the well-being of parents is crucial to their children’s social-emotional, physical, and economic well-being. At the same time, a parent’s ability to succeed in school and the workplace is substantially affected by how well their children are doing.

Population(s) Served
Economically disadvantaged people
Infants and toddlers

Grants awarded for local programs that align with United Way of Skagit County's Goal: By 2025, all Skagit children entering kindergarten are ready to learn.

Population(s) Served
Infants and toddlers

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 leadership positions held by organization staff in community initiatives

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

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

CEO/President Programs Director Advancement Director Operations Director

Number of programs documented

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

Families, Economically disadvantaged people, Students

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Diaper Bank of Skagit County Dolly Parton Imagination Library Financial People Project Varsity in Volunteerism

Number of advisory councils the organization is a part of

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

Output - describing our activities and reach

Direction of Success


Context Notes

Miscellaneous community boards ranging from economic development to education.

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.

Our goal is to equip our Skagit County residents with the resources and knowledge necessary to create more sustainable and successful households. Through the intersections of our focus areas, Health, Income, and Education, we aim to provide quality programming and resources to our community. In the coming years, we aim to increase existing program participation by 50%; we would like to increase programs offered by 25%; and we would like to increase community support by 75%.

Through consistency, partnership, advocacy, and innovation, we plan to maintain or improve current programming, resources, and relationships. In order to introduce new programming, we must first identify how our community is not being served, develop or refresh existing programs to fill service gaps, and potentially partner with other community agencies to ensure accessibility and continuity.

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 shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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

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

    We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Fiscal year: Jul 01 - Jun 30

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 7.12 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 9.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 23% 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: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of UNITED WAY OF SKAGIT 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 -$31,832 -$221,181 -$84,957 -$17,813 -$165,965
As % of expenses -2.4% -19.4% -9.1% -2.2% -18.1%
Unrestricted surplus (deficit) after depreciation -$34,402 -$225,986 -$90,259 -$22,962 -$171,114
As % of expenses -2.5% -19.7% -9.6% -2.8% -18.5%
Revenue composition info
Total revenue (unrestricted & restricted) $1,345,302 $926,862 $849,588 $786,875 $784,701
Total revenue, % change over prior year 10.2% -31.1% -8.3% -7.4% -0.3%
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 0.4% 1.2% 1.0% 0.6% 0.1%
Government grants 0.0% 0.0% 0.0% 0.0% 14.3%
All other grants and contributions 98.3% 96.6% 98.2% 99.1% 85.2%
Other revenue 1.3% 2.2% 0.9% 0.3% 0.4%
Expense composition info
Total expenses before depreciation $1,352,291 $1,139,502 $938,084 $800,698 $918,994
Total expenses, % change over prior year 2.9% -15.7% -17.7% -14.6% 14.8%
Personnel 22.6% 34.3% 41.1% 46.6% 43.6%
Professional fees 2.1% 7.5% 6.5% 5.7% 4.9%
Occupancy 1.5% 2.4% 2.8% 3.2% 4.2%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 62.0% 46.2% 33.2% 29.4% 27.7%
All other expenses 11.8% 9.7% 16.5% 15.1% 19.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,354,861 $1,144,307 $943,386 $805,847 $924,143
One month of savings $112,691 $94,959 $78,174 $66,725 $76,583
Debt principal payment $0 $0 $1,133 $1,334 $63,645
Fixed asset additions $7,459 $18,020 $0 $0 $0
Total full costs (estimated) $1,475,011 $1,257,286 $1,022,693 $873,906 $1,064,371

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 8.5 9.4 11.8 14.0 9.5
Months of cash and investments 8.5 9.4 11.8 14.0 9.5
Months of estimated liquid unrestricted net assets 11.2 10.8 12.0 13.8 9.8
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $952,448 $894,285 $920,757 $935,531 $725,906
Investments $0 $0 $0 $0 $0
Receivables $412,021 $241,420 $195,249 $147,009 $167,568
Gross land, buildings, equipment (LBE) $47,084 $35,406 $30,879 $30,879 $30,879
Accumulated depreciation (as a % of LBE) 83.6% 40.9% 50.1% 66.8% 83.5%
Liabilities (as a % of assets) 5.3% 6.4% 12.6% 11.3% 7.7%
Unrestricted net assets $1,267,311 $1,041,325 $951,066 $928,104 $756,990
Temporarily restricted net assets $32,343 $40,884 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $32,343 $40,884 $37,345 $41,335 $73,007
Total net assets $1,299,654 $1,082,209 $988,411 $969,439 $829,997

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

Mandi Rothman

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 08/22/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Jeff Brown

Burlington-Edison School District

Term: 2021 - 2022

Bill Aslett

Burlington City Council

Ann Caldwell

US Bank

Deb Davis-Bundy

Tulalip Resort Casino

Marie Erbstoeszer

Health Consultant-retired

Lisa Janicki

Skagit County

Jennifer Larson

Mount Vernon School District

Yadira Rosales

Skagit Valley College

Jeff Brown

Burlington-Edison School District

Ken Johnson

Banner Bank

Sonia Garza

Sea Mar Community Health Centers

Sarah Hinman

Skagit County

Novelli Haddick


Scott Campbell


Randi Breuer


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 8/22/2023

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
Multi-Racial/Multi-Ethnic (2+ races/ethnicities)
Gender identity
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 07/31/2023

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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 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.