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 in the prior year was 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.”

“Preparing a child for the future does not end when the school bell rings, which is why the utah afterschool network (uan) ensures children throughout utah have access to high quality afterschool programs to keep them engaged, learning, and safe. During the 2019 fiscal year, uan provided technical assistance, coaching, and professional development to over 280 afterschool programs that employed 1,742 staff members who served over 45,000 youth statewide. This work included 468 site visits and 291 observations. Uans comprehensive statewide blended professional learning system impacted 927 afterschool professionals (unduplicated) who represented 232 programs and impacted nearly 21,000 students statewide. This past year, uan continued to enhance the effectiveness of support for afterschool programs. Uans quality improvement model is comprised of evidence-based observations that provide content-specific feedback to programs. Of the programs we observed, between 76% - 82% of them increased in quality. Uan released the first ever state of afterschool in utah report in january 2019 in partnership with the university of utah education policy center. This report includes data, outcomes, and the landscape of afterschool in utah. We also created a school-age credential, which is an observation tool that allows for licensed childcare professionals to advance on a career ladder. Over the course of the last four years, uan established regional networks for afterschool providers and youth serving organizations throughout the state. These networks are comprised of passionate educators and community leaders working in diverse youth-focused organizations, which include non- profits, school districts, charter schools, municipalities, private agencies, and childcare centers. Meaningful connections in these networks leverage partnerships to mobilize around common outcomes and share best practices. Our network engaged in peer learning around data, staffing, programming, and policy, as well as hosted trainings and events, such as an afterschool day on the hill, stem saturday, and lights on afterschool.”