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.”

“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 2020 fiscal year, the uan team responded quickly to the impact covid had on afterschool and summer programs by creating a spring and summer afterschool to-go campaign, which included bi-weekly webinars, weekly newsletters, program resources, blogs, and program bright spots. Uan provided technical assistance, coaching, and professional development to over 197 afterschool programs that employed 1,885 staff members who served over 32,000 youth statewide. This work included 430 site visits/contact and 147 observations. Uan's comprehensive statewide blended professional learning system impacted 875 afterschool professionals (unduplicated) who represented represented 198 programs and impacted over 22,000 students statewide. Despite the pandemic, uan continued to enhance the effectiveness of support for afterschool programs. Uan's quality improvement model is comprised of evidence-based observations that provide content-specific feedback to programs. Programs filled out a self-assessment identifying which of our tools, resources, products, and trainings contributed to their program quality: 95% - utilizing the quality tool contributed to their overall quality; 90% - interacting with their out-of-school time specialist; 99% - attending an uan professional learning event; and 90% - participating in a regional network. Over the course of the last five 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, events, and calls, including the regional network leadership summit, afterschool day on the hill, and virtual meetings with legislators and the governor's education advisor.”