United Way of Central New Mexico
Public records show a registered, tax-exempt organization in good standing.
What it says it does
UWNCNM'S MISSION IS TO CONNECT PEOPLE TO OPPORTUNITIES AND SERVICES TO EQUITABLY IMPROVE LIVES AND STRENGTHEN COMMUNITIES. THAT IS DONE THROUGH DIRECT SERVICE PROGRAMS, COMMUNITY INVESTMENT (GRANT MAKING), COMMUNITY OUTREACH (CONVENING AND COLLABORATING) AND LEADING THE COMMUNITY IN ITS EFFORTS TO IMPROVE COLLEGE/CAREER READINESS FOR STUDENTS TO SUCCEED IN FINDING A MEANINGFUL PATH TO HIGHER EDUCATION AND/OR THE WORKFORCE.
- Income
- $16.6 million
- Spending
- $16.7 million
- Spent on programs
- 82%
- Reserves
- 7.3 months of spending
- Largest source of income
- donations and private grants, 96%
- Employees
- 63
- Volunteers
- 965
- Highest pay
- $330,740, pres. & ceo
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Financial health
Good: 82 out of 100. Higher than 39% of charities in its peer group (philanthropy, $10m to $100m).
Reserves
28 of 35Spendable reserves would cover 7.3 months of spending.
Debt
16 of 20It owes 24% of what it owns.
Living within its means
8 of 15Spending exceeded income by 1% of income.
Income trend
15 of 15Income rose 9% on the year before.
Spending floor
15 of 1582% of spending went to programs and raising each dollar of donations cost 14 cents.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Governance
Strong: 100 out of 100. Higher than 37% of charities in its peer group (philanthropy, $10m to $100m).
Independent board
25 of 2531 of 32 voting board members are independent.
Conflict of interest policy
15 of 15Has a written conflict of interest policy.
Whistleblower policy
8 of 8Has a written whistleblower policy.
Record keeping policy
7 of 7Has a written policy on keeping and destroying records.
Board minutes
5 of 5Keeps minutes of board meetings.
Board sees the tax return
10 of 10Gave the board a copy of this return before filing it.
Pay set independently
5 of 5Sets its chief executive's pay through independent review and comparison.
Independent check of accounts
15 of 15Its accounts were audited by an independent accountant.
No reported misuse
10 of 10Reports no diversion of assets, excess benefits or loans to insiders.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Impact evidence
Describes programs. Its tax return describes what it does but we have found no measurable results in it.
Programs described in its return (1)
- $13.7 million spent. UNITED WAY ADMINISTERS THE FOLLOWING PROGRAMS: RISING TOGETHER THE COMMUNITY IMPACT TEAM WORKS ON PROJECTS THAT DELIVER COLLECTIVE IMPACT TO ITS SERVICE AREA. WE CALL THIS BODY OF WORK RISING TOGETHER AND IT FOCUSES ON THE FOLLOWING TOPICS: K-12 LEARNING, COLLEGE/CAREER READINESS, ADULTS IN EDUCATION AND FAMILY RESILIENCE. K-12 LEARNING: ATTENDANCE AND ENGAGEMENT UWNCNM'S ATTENDANCE TEAM SUPPORT GROUP (A COLLECTIVE IMPACT TEAM MADE UP OF COMMUNITY PARTNERS, SCHOOL DISTRICTS AND THE NM PUBLIC EDUCATION DEPARTMENT) OFFERS IN-PERSON CONFERENCES TWICE YEARLY AND VIRTUAL WORKSHOPS FOR SCHOOL-BASED ATTENDANCE TEAMS STATEWIDE. THE TRAININGS OFFER TOOLS AND TECHNIQUES TEAMS CAN USE TO IMPLEMENT THE ATTENDANCE FOR SUCCESS ACT AND REDUCE CHRONIC ABSENTEEISM. NMPED IS TAKING ON A LARGER ROLE IN IMPLEMENTING THE CONFERENCES SO THAT THE ATTENDANCE SUPPORT GROUP CAN FOCUS ON CONTENT GOING FORWARD. UWNCNM ALSO PARTNERS WITH NMPED IN PRESENTING VIRTUAL WORKSHOPS TO ADDRESS THE NEEDS OF ATTENDANCE TEAMS IN-BETWEEN CONFERENCES. UWNCNM'S ATTENDANCE TEAM SUPPORT GROUP CONTINUES TO PARTNER WITH APS TO OFFER TWO ANNUAL APS SPECIFIC CONFERENCES THAT SUPPORT APS ATTENDANCE TEAMS AS THEY CREATE AND IMPLEMENT THEIR STATEWIDE ATTENDANCE IMPROVEMENT PLANS. A MAJOR ATTENDANCE TOPIC IN 2024 FOR ALL CONFERENCES WAS THE IMPORTANCE OF DEVELOPING RELATIONSHIPS WITH STUDENTS AND FAMILIES AS AN IMPORTANT FACTOR IN REDUCING BARRIERS TO ATTENDANCE. IN TOTAL, 56 DISTRICTS AND OVER 150 SCHOOLS PARTICIPATED. 93% OF SURVEY RESPONDENTS SAID THAT AFTER THE CONFERENCE, THEY FELT POSITIVE ABOUT THE DIRECTION OF THEIR ATTENDANCE WORK AND 97% OF SURVEY RESPONDENTS AGREED THAT, AFTER THE CONFERENCE, THEY FELT THEIR SCHOOL IS MORE PREPARED TO START THEIR ATTENDANCE STRATEGIES NEXT SCHOOL YEAR MORE QUICKLY. COLLEGE/CAREER READINESS: VALENCIA COUNTY PARTNERSHIP FOR A WORK READY COMMUNITY SINCE 2017, UWNCNM'S VALENCIA COUNTY PARTNERSHIP FOR A WORK READY COMMUNITY HAS BEEN BUILDING A SHARED UNDERSTANDING OF EMPLOYERS' NEEDS SO STUDENTS CAN BE BETTER PREPARED FOR ALL POSSIBLE OPPORTUNITIES AFTER HIGH SCHOOL. THE PARTNERSHIP HAS WORKED WITH OVER 7,600 STUDENTS, 153 TEACHERS AND 93 BUSINESSES. PROJECTS INCLUDE RESUME WRITING WORKSHOPS, MOCK INTERVIEWS, EMPLOYER PRESENTATIONS, STUDENT VIDEOS OF CAREER EXPLORATIONS AND HIRING FAIRS AT LOS LUNAS, VALENCIA AND CENTURY HIGH SCHOOLS. IN THE ANNUAL SUMMER TEACHER ACADEMY, EMPLOYERS PRESENT TO TEACHERS ON THE SKILLS THEY LOOK FOR WHEN HIRING. PARTICIPANTS COME FROM BELEN, LOS LUNAS, SCHOOL OF DREAMS AND MORIARTY EDGEWOOD SCHOOLS. CONSISTENTLY, NEARLY 90% OF STUDENTS SAY THEY HAVE A BETTER UNDERSTANDING OF THE SKILLS NEEDED IN THE WORKPLACE AND 99% OF TEACHERS REPORT A BETTER UNDERSTANDING OF WHAT EMPLOYERS ARE LOOKING FOR. ADULTS IN EDUCATION ALMOST 300,000 ADULTS IN CENTRAL NEW MEXICO DO NOT HAVE A COLLEGE DEGREE OR CERTIFICATE. RESEARCH SHOWS THAT, IN ADDITION TO EARNING MORE, PEOPLE WITH A HIGHER EDUCATION CREDENTIAL ARE MORE ECONOMICALLY RESILIENT AND BETTER ABLE TO SURVIVE ECONOMIC DOWNTURNS. CHILDREN OF PARENTS WITH POST-HIGH SCHOOL EDUCATION ARE MORE LIKELY TO COMPLETE HIGH SCHOOL AND ATTAIN A CREDENTIAL THEMSELVES. UWNCNM WORKS WITH SCHOOLS, COMMUNITY ORGANIZATIONS, EMPLOYERS AND GOVERNMENT TO ADDRESS BARRIERS AND CREATE A SYSTEM OF SUPPORT FOR ADULTS WHO WANT TO COMPLETE AN EDUCATIONAL CREDENTIAL BUT NEED HELP TO DO IT. HIGHER EDUCATION ACCESS & SUCCESS ECHO THIS VIRTUAL NETWORK INVITES COUNSELORS, EDUCATIONAL NAVIGATORS, ADVISORS, CASE MANAGERS, NONPROFIT STAFF AND WORKFORCE DEVELOPMENT TRAINERS TO GAIN KNOWLEDGE AND CONNECTIONS TO BETTER SUPPORT YOUTH AND ADULTS ON THEIR HIGHER EDUCATION JOURNEYS. ECHO USES SHORT PRESENTATIONS ON CASE STUDIES RELATED TO INDIVIDUAL OR SYSTEMS ISSUES, AND PEER-TO-PEER SUGGESTIONS AND SHARING. AN AVERAGE OF 34 PARTICIPANTS REPRESENTING EIGHT HIGHER EDUCATION INSTITUTIONS, SIX CITY/STATE AGENCIES, TWENTY NONPROFITS, EIGHT SECONDARY SCHOOLS AND THREE BUSINESSES ATTENDED MONTHLY SESSIONS. EDUCATION-FRIENDLY WORKPLACE INITIATIVE THE EDUCATION-FRIENDLY WORKPLACE INITIATIVE ENCOURAGES LOCAL BUSINESSES TO EXPAND SUPPORT FOR EMPLOYEE EDUCATIONAL PURSUITS. THESE MAY INCLUDE UPSKILLING THROUGH TRAINING AND CERTIFICATIONS, DEGREE ATTAINMENT, PROFESSIONAL DEVELOPMENT AND LITERACY COURSES. FAMILY RESILIENCE WHEN CHILDREN ARE HOMELESS, THE STRESS, TRAUMA AND ACADEMIC DISRUPTIONS THEY EXPERIENCE LEAD TO PROBLEMS IN SCHOOL - PROBLEMS THAT CAN CONTINUE THROUGHOUT LIFE. WHEN FAMILIES HAVE STABLE HOUSING, THEY ARE BETTER ABLE TO ACHIEVE THEIR EDUCATIONAL GOALS, LEADING TO BETTER EMPLOYMENT AND HEALTH OUTCOMES. UWNCNM WORKS TO PREVENT FAMILY HOMELESSNESS AND SCHOOL INSTABILITY IN PARTNERSHIP WITH THE SIEMER FAMILY FOUNDATION, VETERANS INTEGRATION CENTER AND UNITED SOUTH BROADWAY THROUGH A PREVENTATIVE PROGRAM FOR FAMILIES WHO ARE ONE PAYCHECK OR EMERGENCY AWAY FROM BECOMING HOMELESS. PROGRAM PARTICIPANTS ENHANCE VALUABLE SKILLS THAT CONTRIBUTE TO SELF-EFFICACY, SUCH AS FINANCIAL LITERACY AND RESOURCE ATTAINMENT. THIS LEADS FAMILIES TO EXPERIENCE STABILITY AND THRIVE, A KEY OUTCOME FOR RISING TOGETHER. COMMUNITY INVESTMENT FUND THE COMMUNITY INVESTMENT FUND PROVIDES GRANTS TO QUALIFYING HEALTH AND HUMAN SERVICES AGENCIES IN NORTH CENTRAL NEW MEXICO. THE COMMUNITY FUND ADVANCES THE COMMON GOOD AND WORKS TO CREATE A STRONGER COMMUNITY. WE PROVIDE GRANTS IN THREE AREAS: 1) IMPACT GRANTS THAT FOCUS ON EDUCATIONAL ATTAINMENT, FAMILY/HOUSING STABILITY AND SAFETY/WELL BEING; 2) BASIC NEEDS GRANTS SUPPORT EMERGENT NEEDS, SUCH AS FOOD AND EMERGENCY SHELTER; AND 3) CAPACITY BUILDING GRANTS IMPROVE A NONPROFIT'S ABILITY TO FULFILL ITS MISSION. COMMUNITY INVESTMENT FUND EXPENSES ARE PRESENTED UNDER THE IMPACT GRANTS,BASIC NEEDS GRANTS AND CAPACITY BUILDING GRANTS HEADINGS IN THE STATEMENTS OF ACTIVITIES. TAX HELP NEW MEXICO TAX HELP NEW MEXICO PROVIDES FREE TAX PREPARATION TO NEW MEXICO HOUSEHOLDS WITH AN ANNUAL HOUSEHOLD INCOME 65,000 OR LESS. 190 VOLUNTEERS COMPLETED 9,843 RETURNS IN 2024,
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Legitimacy checks
Is it registered with the IRS? Passed.
Listed in the IRS master file of tax-exempt organizations as a 501(c)(3) charitable organization.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
Has the IRS revoked its tax-exempt status? Passed.
Not on the IRS automatic revocation list.
Source: Automatic revocation of exemption list, Internal Revenue Service, file dated October 13, 2026.
Are donations tax-deductible? Passed.
On the IRS list of organizations eligible to receive tax-deductible contributions.
Source: Publication 78 data: organizations eligible for tax-deductible contributions, Internal Revenue Service, file dated October 13, 2026.
Is it keeping up with its IRS filings? Passed.
Most recent return on file covers the year ending June 2025.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
How long has it been tax-exempt? Passed.
Recognized by the IRS since March 1980.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
Is it in good standing with state regulators? Passed.
Not on California's list of charities barred from soliciting. Other states are not yet checked.
Source: May Not Operate or Solicit for Charitable Purposes list, California Attorney General, Registry of Charities and Fundraisers, file dated October 21, 2026.
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