ABOUT US
The United Way of Indiana County has been active in our community for over 90 years; and although a lot has changed over that time, the one thing that hasn't is the vision for a community where people thrive, live healthy lives, and everyone has the opportunity to reach their full potential. The organization has evolved from collecting shoes, clothing, and food to mobilizing community resources to help strengthen and improve the lives of our neighbors. The United Way's mission continues to be a beacon of hope for those in need; serving individuals, families, and children by supporting the building blocks to a healthier life and stronger community.
To learn more about our work, visit here.
INVEST IN SOLUTIONS TO ADVANCE OUR COMMUNITY!
Strategic Planning
The mission of the United Way is to meet critical needs and improve the quality of life throughout Indiana County by inspiring and uniting its residents.
United Way of Indiana County is a local non-profit organization whose goals are to bring resources into the Indiana County community that will help to strengthen it, and to ensure that those resources are used in such a way that the greatest impact can be achieved. In order for United Way to maintain that kind of track record, it relies on the solid spirit of volunteerism that thrives in Indiana County, and on the generous donations it receives.
Community Leadership
Listen to and Engage the Community in Creative Solutions and Shared Ownership
Create an equity-focused Partner Organization framework to ensure all strategies prom
Engage community partners and residents in the design and refinement of impact strategies to ensure relevance and shared ownership
Review and adjust strategies annually to stay responsive to emerging community needs and changing conditions
Equitable Community Impact
Establish Measurable Impact Strategies That Reflect Community Needs and Drive Equitable Outcomes
Strengthen trust and transparency by ensuring community input directly informs decision-making and resource allocation
Empower residents to take an active role in shaping initiatives, fostering a sense of ownership and shared responsibility for outcomes
Build authentic, two-way communication channels that ensure all community voices, especially underrepresented groups, are heard and valued
Brand Strength, Awareness and Relevance
Communicate Impact Results to Demonstrate Value and Drive Engagement
Clearly communicate the outcomes of funded programs and initiatives to demonstrate United Way’s role in strengthening the community
Highlight stories of impact that put a human face on data and connect outcomes
Use communication strategies that inspire greater community engagement, volunteerism, and financial support
Diversify Revenue Streams
Engage Staff and Volunteers in Fundraising Strategies
Showcase both data and personal stories to illustrate how investments drive meaningful change across diverse populations.
Increase public awareness of United Way’s role as a leader and convener in addressing local needs
Build stronger donor and partner relationships by connecting contributions to tangible community outcomes
Inspire continued and increased support by donors, volunteers and advocates through clear and compelling communication of impact
5 Pillars of Community Impact
DATA ANALYZED BY:
Housing Instability & Homelessness
Strategic Actions:
Expand emergency shelter capacity (especially for 16–17-year-olds, who fall through the CYS gap).
Create a Housing Access Fund to help with: - Security deposits - First month’s rent - Utility arrears
Partner with landlords to increase available units and reduce barriers for high‑risk renters.
Advocate for LIHEAP acceptance among all utility providers (REA was specifically noted as a barrier).
Expected Impact:
Reduced youth homelessness.
Lower strain on food banks (as housing costs drive food insecurity).
Improved stability for families, reducing downstream mental health and child welfare crises.
Food Insecurity
Strategic Actions:
Expand emergency food distribution sites in rural areas.
Create a SNAP Navigation Team to help residents manage new rules and avoid benefit loss.
Develop a Food Access Transportation Pilot (gas cards, subsidized transit, mobile food delivery).
Increase monthly food drives to offset frozen EFSP funds.
Expected Impact:
Reduced hunger among seniors, families, and working poor.
Lower emergency demand on agencies like Chevy Chase and Salvation Army.
More predictable food access despite federal funding volatility.
Transportation Barriers
Strategic Actions:
Launch a micro‑transit model (on‑demand shuttles) for rural communities.
Partner with employers, probation, halfway houses, and schools to create shared‑ride systems.
Expand bus pass assistance and gas card programs.
Advocate for improved public transit routes with data from 211 and agency reports.
Expected Impact:
Increased employment stability.
Higher attendance at medical and behavioral health appointments.
Better access to food, childcare, and youth programs.
Reduced isolation among seniors and individuals with disabilities.
Mental & Behavioral Health Needs
Strategic Actions:
Develop a Trauma-Informed School Advocate Program (APH’s proposed model).
Increase funding for EMDR and trauma‑informed specialists.
Create incentives to attract and retain mental health workers.
Expand mobile mental health services for rural and homebound individuals.
Build a Grandparent/Relative Caregiver Support Program.
Expected Impact:
Reduced juvenile justice involvement.
Better continuity of care across agencies.
Lower crisis intervention demand.
Improved mental health outcomes for youth, seniors, and families.
Child Care & Youth Support
Strategic Actions:
Restore funding for toddler programs and early childhood initiatives.
Create a School Care Closet Network for hygiene items, clothing, and supplies.
Offer parent education on digital literacy and early learning challenges.
Ensure supports follow children into after‑school programs.
Advocate for stable funding for 21st Century programs (major risk area).
Expected Impact:
Improved school readiness and academic performance.
Reduced family stress and child neglect.
Stronger youth engagement and reduced risky behaviors.
More equitable access to enrichment and supervision.
Cross‑Cutting System Strategies
A. Improve Interagency Coordination
Expand Project Share into a monthly countywide coordination hub.
Build a real‑time digital resource hub.
Standardize warm‑handoff protocols between agencies.
B. Address Workforce Shortages
Create county‑funded hiring incentives.
Partner with local colleges for pipelines into human services.
Offer retention bonuses for high‑turnover roles.
C. Prepare for Funding Instability
Develop a County Emergency Funding Bridge for essential services.
Train agencies in diversified fundraising and grant writing.
Advocate collectively at the state level for rural funding protections.
Impact Analysis
If the Strategy Is Implemented
Immediate reduction in food insecurity.
More stable housing for families and youth.
Increased access to mental health and transportation.
Better coordination among agencies.
Lower rates of homelessness, incarceration, and crisis intervention.
Improved school outcomes and youth resilience.
Stronger workforce participation.
Reduced healthcare costs due to better preventative care.
A more connected, resilient rural community.
If No Action Is Taken
Food banks will become overwhelmed.
Youth homelessness will rise.
Agencies will continue to lose clients due to transportation barriers.
Mental health crises will increase.
A full‑scale housing crisis in the county.
Higher rates of addiction, crime, and generational trauma.
Collapse of smaller nonprofits due to funding instability.
Widening health disparities in rural areas.
Increased burden on emergency services and hospitals.
Jurisdiction: Indiana County Number of Partner Agencies: 15 Number of Funded Programs: 40
