INDIANAPOLIS, IN
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)UNITED WAY OF CENTRAL INDIANA INC, founded in 1921, is a mid-sized nonprofit in the Philanthropy & Grantmaking sector that reported $77.1M in total revenue in fiscal year 2023. Revenue surged 42% from the prior year, signaling strong growth momentum. The organization ran a surplus of $14.8M, a strong 19% operating margin.
UNITED WAY OF CENTRAL INDIANA PARTNERS TO DESIGN, SUPPORT AND GROW SYSTEMS THAT ACCELERATE FINANCIAL STABILITY AND UPWARD MOBILITY FOR INDIVIDUALS AND FAMILIES LIVING IN OR NEAR POVERTY AND STRIVING FOR A BRIGHTER FUTURE. OUR VISION IS THAT CENTRAL INDIANA WILL BE A COMMUNITY WHERE CHILDREN, INDIVIDUALS AND FAMILIES THRIVE; NEIGHBORS CARE FOR EACH OTHER; AND WE ARE PROUD OF ALL OUR RESIDENTS' QUALITY OF LIFE.
FAMILY OPPORTUNITY STRATEGY: OUR FAMILY OPPORTUNITY STRATEGY IS GROUNDED IN THE PRACTICE OF THE TWO-GENERATION APPROACH (2GEN), WHICH COMBINES INVESTMENTS, PROGRAMS AND SERVICES IN EDUCATION...
FAMILY OPPORTUNITY STRATEGY: OUR FAMILY OPPORTUNITY STRATEGY IS GROUNDED IN THE PRACTICE OF THE TWO-GENERATION APPROACH (2GEN), WHICH COMBINES INVESTMENTS, PROGRAMS AND SERVICES IN EDUCATION, WORKFORCE DEVELOPMENT, AND OVERALL HEALTH AND WELL-BEING TO CREATE POSITIVE OUTCOMES FOR CHILDREN AND THE ADULTS IN THEIR LIVES TOGETHER. 2GEN IS A POVERTY REDUCTION STRATEGY, AIMED AT BREAKING INTERGENERATIONAL POVERTY WHILE REMOVING BARRIERS TO OPPORTUNITY. SERVICE DELIVERY IS ACCOMPLISHED THROUGH RESEARCH AND EVALUATION, GRANTMAKING AND COMMUNITY INVESTMENTS, CAPACITY BUILDING AND COMMUNITY ENGAGEMENT, ADVOCACY AND PUBLIC POLICY, THOUGHT LEADERSHIP AND CONVENING, AND PROGRAMMING SUCH AS THE CENTERS FOR WORKING FAMILIES, PARENT ADVISORY COUNCIL, AND READUP. ONE OF THE LARGEST INVESTMENTS OF THE FAMILY OPPORTUNITY STRATEGY IS ITS FAMILY OPPORTUNITY FUND (FOF). IN 2023/24, UWCI AWARDED $10 MILLION IN FOF GRANTS TO 29 CBOS.
BASIC NEEDS INITIATIVES: OUR BASIC NEEDS INITIATIVES PROVIDES ESSENTIAL SERVICES TO OUR MOST VULNERABLE NEIGHBORS AND LIFE-SAVING ASSISTANCE TO THOSE IN CRISIS SITUATIONS - HELPING THOSE IN IMMEDIATE...
BASIC NEEDS INITIATIVES: OUR BASIC NEEDS INITIATIVES PROVIDES ESSENTIAL SERVICES TO OUR MOST VULNERABLE NEIGHBORS AND LIFE-SAVING ASSISTANCE TO THOSE IN CRISIS SITUATIONS - HELPING THOSE IN IMMEDIATE NEED SURVIVE TODAY SO THEY CAN THRIVE TOMORROW. UWCI ACCOMPLISHED THIS THROUGH A NUMBER OF PROGRAMS AND ACTIVITIES: IN 2023/24 UWCI GRANTED $12.45 MILLION TO 60 ORGANIZATIONS THROUGH OUR BASIC NEEDS IMPACT FUND. THESE GRANTS HELPED 40,752 STRUGGLING INDIVIDUALS GAIN ACCESS AND RETAIN AFFORDABLE HOUSING; HELPED 55,661 PEOPLE ACCESS HEALTHY FOOD AND NUTRITION PROGRAMS; PROVIDED 25,800 INDIVIDUALS WITH ACCESS TO PHYSICAL, MENTAL & BEHAVIORAL HEALTH SERVICES AND PROVIDE 13,420 TRANSPORTATION SERVICES. WE FACILITATE THE FEDERALLY-FUNDED EMERGENCY FOOD AND SHELTER PROGRAM FOR CBOS THROUGHOUT CENTRAL INDIANA.WE ALSO ENGAGE IN A NUMBER OF OTHER BASIC NEEDS PROGRAMS INCLUDING INDY FREE TAX PREP TO ASSIST IN TAX PREPARATION, AND WINTER ASSISTANCE FOR HOUSEHOLDS INELIGIBLE FOR THE FEDERAL ENERGY ASSISTANCE. AS PART OF OUR OVERALL BASIC NEEDS STRATEGY, UWCI ADVOCATED FOR PUBLIC POLICY FOCUSED ON INCREASING ACCESS TO TEMPORARY ASSISTANCE FUNDS AND SIMPLIFYING APPLICATIONS FOR SNAP BENEFITS.
OTHER PROGRAM SERVICES: UWCI ENSURES THAT ALL PROGRAMS AND INITIATIVES ARE BACKED UP WITH RESEARCH AND DATA, IMPLEMENTED WITH FIDELITY, AND LEVERAGED WITH OTHER COMMUNITY RESOURCES. IN THIS FISCAL...
OTHER PROGRAM SERVICES: UWCI ENSURES THAT ALL PROGRAMS AND INITIATIVES ARE BACKED UP WITH RESEARCH AND DATA, IMPLEMENTED WITH FIDELITY, AND LEVERAGED WITH OTHER COMMUNITY RESOURCES. IN THIS FISCAL YEAR, THESE INCLUDED: COMMUNITY NEEDS/HUMAN SERVICES RESEARCH; PUBLIC POLICY ADVOCACY; VOLUNTEER TRAINING, DEVELOPMENT, AND DEPLOYMENT; NONPROFIT LEADERSHIP EDUCATION AND TRAINING; AND CONVENING COMMUNITY LEADERS AND FUNDERS TO ALIGN RESOURCES AROUND SHARED COMMUNITY GOALS. WE ALSO DEPLOYED $950,000 TO 11 ORGANIZATIONS THROUGH OUR SOCIAL INNOVATION FUND GRANTS. THESE FUNDS WERE USED TO ESTABLISH A THRIVING RETAIL INDUSTRY, AND BUILD SUSTAINABLE AND SCALABLE BUSINESSES FOR BLACK AND LATINX ENTREPRENEURS; CREATE EMPLOYMENT PATHWAYS AND PROVIDE TRAINING TO PREVIOUSLY INCARCERATED AND/OR INDIVIDUALS BELOW THE POVERTY LINE; PROVIDE ESSENTIAL HEALTH AND DISEASE PREVENTION SERVICES TO THE BLACK COMMUNITY THROUGH A BARBERSHOP BUSINESS MODEL; SERVE IMMIGRANT FAMILIES WITH A FOCUS ON BASIC NEEDS AND WELL-BEING ACTIVITIES; AND CREATE A PARTNERSHIP BETWEEN PARENTS AND FOSTER PARENTS, SO CHILDREN CAN ACHIEVE POSITIVE OUTCOMES. UNITED WAY'S SOCIAL INNOVATION INITIATIVES SUPPORTS HUMAN SERVICE ORGANIZATIONS THAT TEST PROMISING IDEAS AND PRACTICES WHICH ULTIMATELY IMPROVE PROGRAM EFFICIENCIES, EFFECTIVENESS, AND OUTCOMES FOR INDIVIDUALS AND FAMILIES IN CENTRAL INDIANA.
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)| 2023 | 2022 | Change | |
|---|---|---|---|
| Revenue | $77,143,888 | $54,398,251 | +0.4% |
| Expenses | $62,378,816 | $55,648,307 | +0.1% |
| Net Income | $14,765,072 | $-1,250,056 | -12.8% |
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 |
|---|---|---|---|---|---|---|
| N/A | Chair | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| N/A | Treasurer & Secretary | 2.0 |
Officer
Director
|
$0 | $0 | $0 |
| N/A | President and CEO | 40.0 |
Officer
Director
|
$379,967 | $52,370 | $432,337 |
| N/A | Treasurer | 2.0 |
Officer
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
|
$0 | $0 | $0 |
| N/A | Director (BEG 08/24/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (BEG 08/24/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | DIRECTOR (BEG 05/23/24) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (12/6/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (BEG 12/06/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | DIRECTOR (BEG 05/23/24) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (End 10/30/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (BEG 12/06/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director (END 09/23/23) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | DIRECTOR (BEG 05/23/24) | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Director | 2.0 |
Director
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$0 | $0 | $0 |
| N/A | Chief Financial Officer | 40.0 |
Officer
|
$192,100 | $19,151 | $211,251 |
| N/A | Chief Operating Officer | 40.0 |
Officer
|
$211,681 | $20,732 | $232,413 |
| N/A | Chief Strategic Intelligence Officer | 40.0 |
Highest
|
$187,818 | $19,306 | $207,124 |
| N/A | Vice President of Technology and Operations | 40.0 |
Highest
|
$177,945 | $25,943 | $203,888 |
| N/A | Chief Fundraising Officer | 40.0 |
Highest
|
$181,187 | $28,182 | $209,369 |
| N/A | Vice President of Marketing | 40.0 |
Highest
|
$177,245 | $10,623 | $187,868 |
| N/A | Chief Impact Officer | 40.0 |
Highest
|
$204,588 | $30,842 | $235,430 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | No data | No data | No data | No data |
| 2024 | $77,143,888 | $62,378,816 | $253,818,330 | $14,765,072 |
| 2023 | $54,398,251 | $55,648,307 | $221,459,629 | $-1,250,056 |
| 2022 | $59,941,831 | $60,103,440 | $217,442,591 | $-161,609 |
| 2021 | $87,284,758 | $58,787,628 | $243,230,085 | $28,497,130 |
| 2020 | $79,366,860 | $81,376,746 | $185,379,837 | $-2,009,886 |
| 2019 | $54,660,274 | $58,165,846 | $180,178,676 | $-3,505,572 |
Compare UNITED WAY OF CENTRAL INDIANA INC with other nonprofits in Indiana and across the country.