The Family Connection Center Inc Dba Open Doors Social Services

What it reported doing in 2024

One of the primary goals of this years strategic plan was to create stronger alignment in all of the programs and services with the Open Doors mission statement because since the COVID-19 pandemic, Open Doors provided emergency services rather than helping people exit poverty and strengthen their families. This push to move toward greater alignment with the mission meant reducing or eliminating services that do not lead to long-term self-sufficiency. It also led toward strengthening programs that successfully help people exit poverty.Open Doors consulted heavily with Davis County to transition responsibility to provide Code Blue Winter Response to the county. Open Doors still provided hotel services during Code Blue nights to families with children, but all single individuals were sheltered by the county. This allowed the Open Doors homeless-to-housing program to focus on the principal goal to help people permanently exit homelessness with greater success than the previous year when employee time and efforts were consumed during the winter months with Code Blue Winter Response emergencies. Open Doors intentionally transitioned food bank services away from a retail model (where clients pick up food at a single center) to a drop site model (where clients pick up food at locations throughout the community). This change aligns with the plans of Bountiful Community Food Pantry to expand retail services into the north half of Davis County. Open Doors will eventually transition all food and nutrition services to Bountiful Pantry and are working in concert to successfully hand over all food related services. In the current environment of lost and cut funding for food banks, the drop site model allowed Open Doors to continue operation with fewer employees and less funding. Open Doors chose to work with a new marketing firm that was less expensive and allowed more local control which has resulted in a new and dynamic website, more strategic marketing efforts, better social media response, increased awareness of Open Doors work, and diversification in the donor base. The new marketing efforts cost less and achieves superior results. Open Doors board members engaged in laying the groundwork to prepare for next years effort to diversify funding. Open Doors has historically relied too heavily on federal funding and is now prepared to aggressively diversify funding which will make Open Doors more sustainable in the long run, less susceptible to changes in federal administration decisions, and more capable of responding to poverty and homelessness in flexible ways that lead to stronger outcomes instead of being locked into contractual mandates for service delivery.The Circles self-sufficiency program underwent massive changes this year because the coordinator abruptly resigned on the first day of the fiscal year, causing chaos for participants and partners; however, the unexpected vacancy created an opportunity to create stronger alignment with the Circles USA national model. In every area and every standard, Open Doors Circles achieved greater success this year than in the prior ten years since the program started. By the middle of the year Open Doors had almost 100% of weekly meals donated by the community, volunteers running the childcare instead of employees, 100% report completion, 100% data accuracy, more program participants (called Circle Leaders) paired up with volunteer mentors (called Allies), more Circle Leaders enrolled in formal education opportunities than all prior years combined, and more Circle Leaders exiting poverty due to increasing their income than any other year. Open Doors landlord-tenant mediation program helped 54 households delay or prevent evictions, higher than any other year.Open Doors prepared free income tax returns for 1,171 households, more than any prior year.The crisis respite nursery at Open Doors was rebranded as Imagination Station to get away from the stigma of being a child abuse prevention program. I

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 95.1%; rating input score 95
• Fundraising efficiency: $51.9 raised per $1 spent on fundraising; rating input score 79; 79th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 7 of 8 controls in place; rating input score 88
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -7%; rating input score 17; 17th percentile among comparable filings
• Total-asset coverage ratio: 0.17; rating input score 5; 5th percentile among comparable filings
• Liabilities to assets ratio: 0.21; rating input score 42; 42nd percentile among comparable filings
• Officer compensation ratio: 2.9%; rating input score 69; 69th percentile among comparable filings

Growth

• Program expense growth: 9.7% per year; rating input score 100; 63rd percentile among comparable filings
• Revenue growth: 9.6% per year; rating input score 100; 67th percentile among comparable filings
• Asset growth: -0.7% per year; rating input score 0; 10th percentile among comparable filings