Youth Futures

“Kristen mitchell scott catuccio ex. Director president spouses”

“The organization's process for reviewing the 990 includes a review for accuracy, completeness, and reasonability by the executive director, treasurer, board president, and outside cpa consultant.”

“In connection with any actual or possible conflict of interest, an interested person must disclose the existence of the interest and be given the opportunity to disclose all material facts to the directors and committee members. After disclosure, the interested person shall leave the board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. The interested person may make a presentation to the board or committee, but shall leave the meeting during the discussion of and vote of the transaction or arrangement involving the potential conflict of interest. The board shall determine whether it is appropriate to investigate alternatives to the proposed arrangement with reasonable efforts to obtain a more advantageous arrangement from a person that would not give rise to a conflict of interest. Each director, principal officer, or member of a committee with board- delegated powers shall annually sign a statement which affirms that they have received and understand the conflict of interest policy and agrees to comply with the policy.”

“The executive director's compensation is determined by a committee of board members, all of which are independent from her. The committee reviewed comparable salaries for other executive directors at similar organizations. They also took into account budgetary and other factors. The committee's deliberation and determination of the executive director's compensation was contemporaneously documented in meeting minutes.”

“Other officer compensation is determined by a committee of board members, all of which are independent from the officer. The committee reviewed comparable salaries for similar positions at similar organizations. They also took into account budgetary and other factors. The committee's deliberation and determination of the other officer compensation was contemporaneously documented in meeting minutes.”

“The organization's governing documents, conflict of interest, and financial statements are available to the public upon request at the organization's offices via mail or during regular office hours.”

“Ogden shelter the ongoing impact of covid at the opening of 2022 provided several hurdles for yf, such as staffing levels, maintaining health and covid guidelines while still providing services to rhy youth. Early 2022 we hired a program manager, an hr director and internally promoted a case manager, thus stabilizing staffing and maintaining 24/7 operations. The hr director led the transition to a new payroll system and hr functions and created a streamlined recruiting and onboarding process. The training & qa specialist updated process and procedure to maintain new compliance requirements across our congregate care services, while creating a new training database. Yf hired an additional community outreach coordinator in northern utah increased outreach to all northern utah safe place sites. 150 community members support youth futures utsleepout 2022 in november 2022. The 2022 ogden team was able to achieve: sheltered a total of 87 rhy an average of 35 nights each for a total of 3,039 shelter nights; served 5,244 meals; facilitated 456 shelter case management sessions; 181 service plan/goal setting meetings; offered access to the resource room 464 times; and diverted 22 rhy from entering shelter. Additionally, our staff provided 694 drop-in services, contacted youth in aftercare 167 times and conducted 524 hours of street outreach. Yf launched a new outcome questionnaire software, the oq measures improvement of mental health and identifies service needs. The questionnaires utilized in 2022 are the ace (adverse childhood experiences), yoq-2.0, measuring the client's current distress levels, yoq-30.2 to assess weekly changes in client distress. The use and regular clinical review of these new tools has helped the team quickly intervene and redirect treatment for the youth we serve. The ogden clinical and case management team has administered the following: -79 ace's questionnaires -82 yoq-2.0 assessments -156 yoq-30.2 assessments”

“St. George shelter st. George felt a longer recovery from the impact of covid, staffing levels were challenging to maintain. At the end of 2021, the house supervisor was promoted to program manager and embraced structure and documentation while recruiting new staff. With the help of the new hr director, recruiting and onboarding became less time consuming and staffing levels increased. The cedar city shelter staff were able to help with coverage gaps. A new community development coordinator and shelter case manager in southern utah was pivotal in helping reconnect (post-covid) with community agencies, reconnect with homeless communities that were pushed to the outskirts of the county while supporting the outreach efforts in the area and helping our youth transition to housing or reunify with families. The 2022 st. George team achievements were: sheltered a total of 50 rhy an average of 41 nights each for a total of 2,028 shelter nights; served 4,772 meals; facilitated 472 shelter case management sessions; 227 service plan/goal setting meetings; offered access to the resource room 462 times; and diverted 14 rhy from entering shelter. Additionally, staff provided 233 drop-in services, contacted youth in aftercare 131 times and conducted 148 hours of street outreach. As discussed above yf launched a new outcome questionnaire software, the oq measures improvement of mental health and identify service area needs. The st. George clinical and case management team has administered the following: -33 ace's questionnaires -47 yoq-2.0 assessments -139 yoq-30.2 assessments”

“Cedar city shelter the 2022 new year for cedar city started strong, despite contractor challenges delaying the progress towards opening. Yf was able to fully staff and open the shelter project in june. The cedar city team adapted well to training and traveled to the st. George shelter for hands-on training prior to opening. Fortuitously training staff was able to fill in coverage gaps due to staff shortages while they gained valuable experience. The team was able to incorporate knowledge and build systems and patterns to establish the operational flow of the shelter. Once open, the shelter team accomplished as follows: sheltered a total of 29 rhy an average of 28 nights each for a total of 824 shelter nights; served 1,499 meals; facilitated 231 shelter case management sessions; 95 service plan/goal setting meetings; offered access to the resource room 133 times; and diverted 3 rhy from entering shelter. Additionally, staff provided 115 drop-in services, contacted youth in aftercare 23 times. Over 178 hours of volunteer time has been logged by a total of 13 volunteers. The cedar city clinical and case management team has administered the following assessments discussed above: -25 ace's questionnaires -26 yoq-2.0 assessments -86 yoq-30.2 assessments cedar city transitional living program (tlp) the cedar city tlp opened to youth, age 16-22 in august 2022, this project has 9 studio units for youth transitioning to adulthood and independent adult life. The tlp is the space between emergency homeless shelter and permanent housing. Youth that intake in the tlp receive weekly case management, access to therapy and groups, regular life skills training and much more. Tlp youth pay a weekly rent amount and earn merit points towards a positive program exit. During the 2022 year, the tlp achievements were: 5 tlp intakes accounting for 335 tlp nights, averaging 67 nights per youth; 130 tlp case management sessions; 23 service plan/goal setting meetings; 6 youth gained new employment.”