Boston, MA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)United Way Of Massachusetts Bay Inc, founded in 1965, is a mid-sized nonprofit in the Philanthropy & Grantmaking sector that reported $41.4M in total revenue in fiscal year 2024. Revenue decreased 15% compared to the prior year. Expenses of $46.4M exceeded revenue, resulting in a 12% operating deficit.
To advance an economically just region where prosperity is shared across race and ethnicity.
EARLY EDUCATION AND OUT-OF-SCHOOL TIME LEADING CROSS SECTOR COLLABORATION - Closing Achievement Gaps THE CHALLENGE - Students in Massachusetts face barriers that extend beyond the classroom. Chronic...
EARLY EDUCATION AND OUT-OF-SCHOOL TIME LEADING CROSS SECTOR COLLABORATION - Closing Achievement Gaps THE CHALLENGE - Students in Massachusetts face barriers that extend beyond the classroom. Chronic absenteeism is again on the rise, with 29% of low-income students missing more than 10 percent of school in 2025. In some districts like Boston, Lawrence, Lynn, and Lowell, the rates of absenteeism are as high as 20-30%. OUR APPROACH - Systems Leadership Through Community Schools United Way brings together people and partners across sectors to close achievement gaps and strengthen support for the whole child. We convene educators, families, nonprofit partners, and policymakers to align resources, integrate services, and create school-centered ecosystems of support. OUR RESPONSE & RESULTS United Way is expanding the Community Schools strategy across Massachusetts, turning schools into hubs that link families, schools, and local resources to support the whole child: - In the 24 community schools funded across Boston, Lynn, and Haverhill, chronic absenteeism decreased by an average of 3.95%. - Six community schools successfully exited DESE turnaround status, including Lowell's Bartlett, Butler, Moody, and Greenhalge schools, and Lynn's Ford and Washington schools. - Community partnerships raised $300,000 in monetary and in-kind donations for two United Way-supported schools in Haverhill. - The Massachusetts Coalition for Community Schools, led by United Way, is advocating to scale the model statewide. INVESTING IN AGENCIES - Making Childcare & After-School Programs Affordable and Accessible THE CHALLENGE - Massachusetts has some of the highest childcare costs in the country. High-quality early education remains inaccessible to families with the greatest need: Only 43% of low-income children are enrolled in preschool, and just 25% of Boston's school-age children participate in summer learning programs. OUR APPROACH - Strategic Investment to Scale What Works Investing in community-based organizations is one of United Way's core levers for advancing systemic impact. We deploy funding strategically to strengthen high-performing providers, expand proven models, and build regional capacity. United Way also drives statewide solutions to make early education and after-school programs accessible and affordable. OUR RESPONSE & RESULTS - Advanced a sustainable business model for family childcare entrepreneurs through Shared Services MA, training and licensing 62 educators, creating 372 new childcare slots, and expanding culturally responsive care in the Merrimack Valley. - Deployed state funding and resources to expand summer learning and after-school programs through the Summer Step Up program, reaching 1,863 children in partnership with 53 organizations across 28 communities. - Mobilized capital and expertise to strengthen 66 early education community-based partners across the region, providing thousands of young children with high-quality learning environments to address gaps in access and affordability.
SAFE AND STABLE HOUSING THE CHALLENGE - Skyrocketing housing prices are impacting everyone, exacerbating homelessness and making it harder for families to find and remain in affordable housing...
SAFE AND STABLE HOUSING THE CHALLENGE - Skyrocketing housing prices are impacting everyone, exacerbating homelessness and making it harder for families to find and remain in affordable housing. Nearly one in five households statewide spend 50% or more of their income on housing, and the Commonwealth estimates 200,000 units are needed to meet the demand for affordable and supportive housing in Massachusetts. OUR APPROACH - Strengthening the Housing Ecosystem United Way is committed to expanding affordable and supportive housing, strengthening frontline organizations, and advancing policies that help families achieve long-term stability. OUR RESPONSE & RESULTS - Co-lead the Massachusetts Supportive Housing Pipeline Coalition, a statewide network of 80+ advocates, developers, service providers, and policy organizations, working to expand supportive housing and advance coordinated homelessness prevention and housing stability policies. - The Affordable Homes Act was signed, authorizing $5.16 billion for housing over five years and creating the Supportive Housing Pool Fund, championed by United Way of Massachusetts Bay, a new resource to streamline and expand housing-plus-services for individuals, families, youth, and young adults at risk of homelessness. - Strengthened the supportive housing pipeline by strategically investing in 30+ community-based partners building and advocating for affordable and supportive housing.
ECONOMIC INCLUSION AND WEALTH BUILDING AND CRISIS RESPONSE THE CHALLENGE - Many Massachusetts families live on a financial tightrope, one unexpected bill away from crisis. Nearly 300,000 people live...
ECONOMIC INCLUSION AND WEALTH BUILDING AND CRISIS RESPONSE THE CHALLENGE - Many Massachusetts families live on a financial tightrope, one unexpected bill away from crisis. Nearly 300,000 people live in poverty in our region, and nearly 40% of households have little to no emergency savings. THE CHALLENGE - In 2025, sweeping federal policy changes disrupted access to jobs, food, housing, health care, and other essential supports, creating immediate instability for families and the nonprofit organizations they rely on, particularly within immigrant communities. OUR APPROACH - Coordinated, Real-Time Leadership United Way acted swiftly to stabilize households while strengthening systems that create long-term opportunity. We convened nonprofit, government, civic, and corporate leaders to track policy changes in real time, identify emerging needs, and coordinate action across sectors. OUR RESPONSE & RESULTS - Federal Response Calls: Since February 2025, United Way has convened biweekly calls with nonprofit, government, civic, and corporate partners to track policy changes, share real-time insights, and coordinate collective action across the Commonwealth. These conversations helped identify emerging community needs and informed the priorities supported by the United Response Fund. - United Response Fund: Launched in summer 2025, URF rapidly mobilized resources in response to federal decisions that reduced access to essential needs for vulnerable populations. In its first round, the Fund awarded $130,000 to four organizations: Massachusetts Immigrant and Refugee Advocacy Coalition, Lawrence Community Works, Brazilian Workers Center, and Jewish Vocational Services to provide emergency assistance for food, housing, and utilities; strengthen workforce and English for Speakers of Other Languages (ESOL) programs for immigrant workers; and deliver immediate relief to families in crisis.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $41,381,335 | $48,455,281 | -0.1% |
| Expenses | $46,365,031 | $54,913,932 | -0.2% |
| Net Income | $-4,983,696 | $-6,458,651 | -0.2% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Alison Ginsberg | Chief Financial Officer/Assistant Treasurer | 37.5 |
Officer
Director
|
$213,045 | $50,829 | $263,874 |
| Brenda Campbell-Warner | Chair, Audit Committee | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Carolyn Murphy | Chair, Talent Committee | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Daphne Principe-Griffin | Chief of Staff | 37.5 |
Officer
Director
|
$259,268 | $32,695 | $291,963 |
| Dr Lorenna Buck | Chair, Community Impact | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Ellen Griggs | Chair, Investment Committee | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Kyle Grimes | Board Vice Chair | 2.0 |
Officer
Director
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$0 | $0 | $0 |
| Magnolia Contreras | Chair, Development Committee | 2.0 |
Officer
Director
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$0 | $0 | $0 |
| Marty Martinez | President and CEO | N/A |
Officer
Director
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$0 | $0 | $0 |
| Pamela Herbst | Director | 2.0 |
Officer
Director
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$0 | $0 | $0 |
| Rich Moche | Immediate Past Chair of the Board/Chair, Governance and Nominating Committee | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Robert Fernandez | Treasurer/Chair Administration & Finance | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Sujata Yadav | Treasurer | 2.0 |
Officer
Director
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$0 | $0 | $0 |
| Tammi Wortham | Board Chair | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| Ava Callender Concepcion | Director | 2.0 |
Director
|
$0 | $0 | $0 |
| Bill Rosenweig | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Carolyn M Jones | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Charles Tillen | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Christian J Westra | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Corean Reynolds | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Dan Gilbane | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Dananai Morgan | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Daniel Griggs | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Dr Tara Parker | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Elaine Ward | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Elizabeth Cheng | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Greg Lauze | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Gregory Janey | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jackie Palladino | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jaimie McNeil | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jane Steinmetz | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jay A Shuman | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jeff Fuhrer | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Jeffrey Bray | Director | 2.0 |
Director
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$0 | $0 | $0 |
| John Madondo | Secretary | 2.0 |
Director
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$0 | $0 | $0 |
| Jon Swan | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Maria Alejandrea-DeCordova | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Mark S Cuddy | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Michael Brooks | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Nancy Kaplan | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Patrick Gilligan | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Rita Lara | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Thomas Samoluk | Director | 2.0 |
Director
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$0 | $0 | $0 |
| Yadav Sujata | Chair, Public Affairs Committee | 2.0 |
Director
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$0 | $0 | $0 |
| Brigid Boyd | Chief, Communications & Pubic Affairs | 37.5 |
Key Emp
|
$183,398 | $47,824 | $231,222 |
| Giselle Ferro Puigbo | Chief Development Officer | 37.5 |
Key Emp
|
$173,829 | $2,159 | $175,988 |
| Karley Ausiello | Chief, Community Impact | 37.5 |
Key Emp
|
$189,718 | $47,360 | $237,078 |
| Sherrie Holder-Watts | Chief, Human resources & Ethics | 37.5 |
Key Emp
|
$191,574 | $16,429 | $208,003 |
| Christi Staples | VP, Policy & Government Relations | 37.5 |
Highest
|
$167,010 | $13,472 | $180,482 |
| Ellen T Dickenson | SVP, Research Analytics & Planning | 37.5 |
Highest
|
$179,938 | $30,181 | $210,119 |
| Kaitlin S Barnes | VP Operations & Logistics | 37.5 |
Highest
|
$176,139 | $19,285 | $195,424 |
| Marvin J Rocha | SVP, Strategic Partnerships & Foundation Relations | 37.5 |
Highest
|
$173,346 | $25,300 | $198,646 |
| Rose Martel-Foley | Chief Operating Officer | 37.5 |
Highest
|
$158,422 | $11,504 | $169,926 |
| Robert Giannino | President and CEO | 37.5 |
|
$141,142 | $5,730 | $146,872 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $41,381,335 | $46,365,031 | $60,924,198 | $-4,983,696 |
| 2024 | No data | No data | No data | No data |
| 2023 | $46,617,663 | $51,154,106 | $70,934,054 | $-4,536,443 |
| 2022 | $51,168,884 | $51,314,782 | $73,289,583 | $-145,898 |
| 2021 | $56,142,134 | $51,932,127 | $83,117,060 | $4,210,007 |
| 2020 | $54,248,060 | $54,234,704 | $61,459,192 | $13,356 |
| 2019 | $42,290,813 | $44,330,290 | $61,640,438 | $-2,039,477 |
| 2018 | $48,035,530 | $47,523,414 | $57,598,671 | $512,116 |
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