Utah Partners for Health

What it reported doing in 2024

2024 was a pivotal year of transition and strategic realignment for upfh. Following the retirement of long-serving ceo, debbie turner, new leadership was established under ceo veronica hobby, who joined upfh in june 2024. The board of directors used this opportunity to reexamine and update the organization's mission, establish a 10-year vision, and initiate a comprehensive financial and operational turnaround plan. Significant progress has been made in strengthening internal leadership, promoting accountability, and addressing long-standing inefficiencies. A new senior leadership structure, cultural transformation, and a renewed focus on sustainability have laid the groundwork for lasting impact. In 2024, upfh implemented a significant structural reorganization to strengthen operational efficiency, enhance program effectiveness, and improve internal accountability. This reorganization was initiated following the retirement of long-serving ceo and cfo, debbie turner, which provided an opportunity to evaluate and restructure the executive leadership model to better support upfh's scope of services and compliance responsibilities. Veronica hobby was hired as the new chief executive officer in may and began her role in june 2024. In addition, two new senior leadership positions were created to address longstanding operational and programmatic challenges: chief operating officer and program development director. The chief operating officer role, filled by ladd larsen at the end of july 2024, was created to focus on internal operations, improve workflow efficiencies, and provide greater oversight of clinic-level performance. The program development director position, assumed by rachel mortenson in late august 2024, was established to oversee the design, implementation, and evaluation of new and existing programs, with the goal of increasing impact and alignment with strategic goals. These roles were added to address structural concerns that had negatively affected staff productivity, service delivery, and the organization's ability to scale community health initiatives. In parallel with leadership restructuring, upfh launched several staff- driven initiatives to support cultural and performance improvements. These included the creation of non-managerial task forces focused on accountability and employee recognition, a 12-month hr leadership development plan, and the expansion of key compliance roles such as the health & safety compliance officer and financial analyst. These structural and operational updates were designed to position upfh for sustained growth, regulatory compliance, and measurable improvements in program outcomes - particularly in priority areas such as behavioral health integration and expanded clinic and pharmacy hours. The reorganization has laid a foundation for improved internal controls and increased capacity to meet future programmatic and fiscal demands. Federally qualified health center in-scope program accomplishments: encounters upfh served a total of 8,169 patients in 2024. This was a slight increase over 2023 with 8,160 patients served. Total overall encounters decreased 3% from 20,142 encounters in 2023 to 19,609 encounters in 2024 (both uds and non uds visits are included in total). - medical: 12,016 (mobile unit: 597; in-clinic: 11,419) - dental: 3,524 - behavioral health: 1,862 - vision: 2,207 (mobile unit: 1,478; in-clinic: 729) the decrease in encounters from 2023 is attributed to two medical providers being out on maternity leave for a total of 6 months collectively, one behavioral health provider out on maternity for the last 4 months of 2024, and one dental provider out on medical leave during june 2024 and a reorganization of the dental program beginning in december 2024. The increase in vision encounters is due to expanding services to include in- clinic services and continuing outreach to at-risk school aged children through a partnership with the promise neighborhood initiative with united

Financial Efficiency

• Mission deployment rate: 96.5%; rating input score 96
• Program expense ratio: 90.1%; rating input score 90
• Fundraising efficiency: $142.29 raised per $1 spent on fundraising; rating input score 90; 90th 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: Limited
• 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: 8 of 8 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • 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: 0.75; rating input score 28; 28th percentile among comparable filings
• Liabilities to assets ratio: 0.27; rating input score 37; 37th percentile among comparable filings
• Officer compensation ratio: 2.4%; rating input score 73; 73rd percentile among comparable filings

Growth

• Program expense growth: 16.8% per year; rating input score 100; 81st percentile among comparable filings
• Revenue growth: 14.1% per year; rating input score 100; 80th percentile among comparable filings
• Asset growth: 17.3% per year; rating input score 100; 79th percentile among comparable filings