FAMILY CONNECTION CENTER INC
1360 E 1450 S, CLEARFIELD, UT 840151611 www.opendoorsutah.org

Total Revenue
$2,834,642
Total Expenses
$2,832,000
Net Assets
$1,124,005

Organizations Filed Purposes: TO EMPOWER INDIVIDUALS AND FAMILIES TO OVERCOME ABUSE AND PROVERTY, AND TO ATTAIN SELF-RELIANCE.

A LEADERSHIP VACANCY IN THE ORGANIZATION'S COMMUNITY ACTION DEPARTMENT OPENED AN OPPORTUNITY TO SEPARATE THE HOMELESSNESS PROGRAMS FROM THE SELF- SUFFICIENCY PROGRAMS. THE EXISTING STAFF WHO WERE PROMOTED TO LEADERSHIP POSITIONS OVER THESE PROGRAMS STEPPED UP AND WITHIN A FEW MONTHS HAVE ALREADY RECEIVED ACKNOWLEDGMENT FOR THEIR CONTRIBUTIONS FROM KEY PARTNERS AND LEADERS IN THE COMMUNITY. THE COVID-19 PANDEMIC IMPACTED THE ORGANIZATION BY LIMITING THE EXISTING BUSINESS OPERATIONS WHILE SIMULTANEOUSLY CREATING EXPANDED NEED FOR THE ORGANIZATION'S PROGRAMS AND SERVICES. THE CRISIS AND RESPITE NURSERY WAS REQUIRED BY STATE LICENSING AND CONTRACTING TO REMAIN OPEN FOR BUSINESS TO CARE FOR CHILDREN, BUT THE STATE ALSO LIMITED THE NUMBER OF FAMILIES THAT WERE ALLOWED TO BE SEEN AT THE SAME TIME. IN CONSEQUENCE, THE NURSERY SERVICE LEVELS DROPPED TO APPROXIMATELY 50% CAPACITY; HOWEVER, THE ORGANIZATION FOLLOWED THE RECOMMENDED SAFETY AND SANITATION PROCEDURES, WHICH RESULTED IN NOT CLOSING THE NURSERY EVEN ONE DAY DUE TO THE PANDEMIC. THE CIRCLES PROGRAM SUCCESSES RELY HEAVILY ON LARGE GROUP EXPERIENCES AND IN-PERSON MENTORING. MANY CIRCLES SITES ACROSS THE STATE COMPLETELY SHUT DOWN DUE TO THE PANDEMIC, BUT IN DAVIS COUNTY, THE CIRCLES PROGRAM IMMEDIATELY INITIATED VIRTUAL MEETINGS, AND INCREASED COMMUNICATION BETWEEN STAFF, ALLIES, AND CIRCLE LEADERS. THE FACT THAT THE DAVIS COUNTY CIRCLES PROGRAM GREW DURING THE COVID-19 PANDEMIC IS A TESTAMENT TO THE STRENGTH OF THE ORGANIZATION, THE LEADERSHIP OF THE STAFF, AND THE RESILIENCY OF THE CLIENTS. THE HOMELESS-TO-HOUSING PROGRAM SUCCESSFULLY ACHIEVED THE CONTRACT OBJECTIVES THIS YEAR LARGELY BEFORE THE IMPACT OF THE PANDEMIC TOOK ROOT. AFTER SUCCESSFULLY HOUSING HOMELESS INDIVIDUALS AND FAMILIES, AGENCY STAFF MAINTAINED VIRTUAL CONTACT WITH ALL PARTICIPANTS TO HELP THEM SUCCESSFULLY EXIT THE PROGRAM. THE COMMUNITY ACTION'S SELF-SUFFICIENCY PROGRAMMING WAS OVERSHADOWED BY THE EMERGENCY ASSISTANCE NEEDS RESULTING FROM THE PANDEMIC. UNANTICIPATED ADDITIONAL FUNDING WAS AWARDED TO OPEN DOORS TO ASSIST MEMBERS OF THE COMMUNITY WHO COULD NOT PAY RENT DUE TO LOSS OF JOBS OR CUT IN HOURS. THE COMMUNITY ACTION TEAM LEAPT INTO ACTION TO HELP ADDRESS THIS PROBLEM AND WAS CONSISTENTLY ONE OF THE BEST TEAMS IN THE STATE IN TERMS OF GETTING THE FUNDING TO THE PEOPLE WHO NEEDED IT THE MOST. WHILE MOST OF THE COMMUNITY ACTION WORK COULD BE DONE VIRTUALLY, THE FOOD BANK REQUIRES SOME IN-PERSON CONTACT. THE AGENCY SUSPENDED THE CLIENT-CHOICE MODEL AND MOVED TO CURBSIDE PICK-UP FOR FOOD BOXES, GIVING OUT MORE FOOD THAN EVER BEFORE.

Executives Listed on Filing

Total Salary includes financial earnings, benefits, and all related organization earnings listed on tax filing

NameTitleHours Per WeekTotal Salary
Jason WildeEXECUTIVE DI40$99,007
Rachel WinsleyBOARD MEMBER1$0
Austin TurnerBOARD MEMBER1$0
Mark ShepherdBOARD CHAIR1$0
Katie MurdockBOARD MEMBER1$0
Brett LundVICE CHAIR1$0
Sam GardinerBOARD MEMBER1$0
Scott FreitagBOARD MEMBER1$0
Randy ElliottBOARD MEMBER1$0
Richard CortezBOARD MEMBER1$0
Myron BowhuisPRIOR BOARD1$0
Pat BarbenBOARD SECRET1$0

Data for this page was sourced from XML published by IRS (public 990 form dataset) from: https://s3.amazonaws.com/irs-form-990/202140219349300129_public.xml