Utah Afterschool Network

“Form 990 is reviewed by the utah afterschool network board of directors.”

“Each member of the board of directors completes and signs a conflict of interest disclosure each year.”

“Prior to voting on senior managements compensation, the board must determine how the proposed compensation package compares to compensation paid by similar organizations for similar services. Comparability data is appropriate if it provides the board with sufficient information to determine if the compensation arrangement, in its entirety, is reasonable when compared to what similar organizations pay. There are a number of ways to obtain comparability data: 1) uan may hire a compensation consultant, 2) the board may purchase compensation comparability data from utah nonprofit association or from a human resource company, 3) the uan may use publicly available information on web sites such as www.guidestar.org to determine what comparable uans are paying their employees.”

“Utah afterschool network makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“Uan is a catalyst for building strong, safe, and healthy afterschool/out- of-school time programs to support youth, families, and communities. Uan has three main objectives. First, to create a sustainable structure of statewide, regional, and local partnerships. Particularly school-community partnerships, focused on supporting policy development at all levels. Second, to support the development and growth of statewide policies that will secure the resources that are needed to sustain new and existing school linked/school-based afterschool programs. Third, to support statewide systems to ensure programs are of high quality.”

“Uan is a catalyst for building strong, safe, and healthy afterschool/out- of-school time programs to support youth, families, and communities. Uan accomplished many important things during the 6/30/17 fiscal year. Over this past year, utah afterschool network (uan) provided technical assistance, coaching, and professional development for over 3,500 staff that served over 52,700 youth statewide (67% of whom came from low income households). Uan also introduced a new comprehensive professional learning system, which included eight events, the uan elearning institute, and the utah afterschool professional development incentive. Uan tripled the amount of professional learning events we offered, as well as strategically offered them around the state, including rural areas. Over 1,300 people attended the professional learning events that served over 30,000 youth. Uan honed our science, technology, engineering, and math (stem) efforts by creating a statewide stem steering committee that focuses on informal stem education equity, program quality, and student engagement. We also incorporated harvard university pear (partnerships in education and resilience) institute's dimensions of success observations and coaching into our technical assistance model. Uan facilitated the creation of afterschool regional networks. To date, three fully functioning regional networks exist in the salt lake region, weber-davis counties, and cache county. The regional networks hosted an afterschool stem summit, two county-wide lights on events, and are working on policy issues and best practices implementation. Uan also partnered with the utah education policy center and participated in afterschool program quality improvement and quality tool validation studies of afterschool program quality. Uan is currently implementing the considerations from this study in our current technical assistance model.”