Utah Afterschool Network

“The organization has members who are comprised of interested parties and partners of good will, including but not limited to state agencies and offices, community-based organizations, state-wide programs promoting youth development, parents, youth, school districts and schools, private for-profit providers, and business partners.”

“Directors are elected by the members at the annual meeting by a simple majority of members present at the annual meeting or by a simple majority of members who cast a vote electronically.”

“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.”

“Part i line 19 the deficit is caused by revenue that was recognized in the first (2015) of a three-year grant, therefore, our records show a large surplus in the year the revenue was recognized and a deficit in the following two years.”

“Utah afterschool network (uan) provided technical assistance, coaching, and professional development to over 300 afterschool programs that served over 43,000 youth statewide (nearly 60% of whom came from low income households). This work included 548 site visits and 68 observations. Uan's comprehensive statewide blended professional learning system impacted 925 afterschool professionals (unduplicated), and a total of 1,266 duplicated professionals attended all the events. These professionals represented 218 programs and impacted over 28,000 students statewide. This past year, uan enhanced the effectiveness of support for afterschool programs, as well as created quantitative performance measures that gauge program quality improvement. Uan's quality improvement model is comprised of evidence-based observations that provide content-specific feedback to programs. Uan continued its work with a statewide stem steering committee and convened five regional networks that cover all geographic areas of utah. This past year, the regional networks leveraged partnerships to mobilize around common outcomes, shared best practices, and engaged in policy and advocacy efforts. They hosted: county-wide lights on and summer learning day events, the first ever afterschool day on the hill, and multiple peer learning opportunities. Uan also continued to partner with hundreds of youth-serving organizations around the state and is co-writing the first ever state of afterschool report with the utah education policy center.”

“Losses reported on return -2,133 loss on disposal of fixed assets 2,133”