Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 2,834,579 | 8,235,398 | 4,928,912 | 4,613,658 | 4,749,454 | 25,362,001 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 2,834,579 | 8,235,398 | 4,928,912 | 4,613,658 | 4,749,454 | 25,362,001 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 2,790,825 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 22,571,176 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,834,579 | 8,235,398 | 4,928,912 | 4,613,658 | 4,749,454 | 25,362,001 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 63 | 32 | 650 | 714 | 290 | 1,749 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 25,363,750 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PAGE 2, PART III, LINE 4A | OPEN DOORS RECEIVED FEDERAL FUNDING THROUGH TANF TO SUPPORT OUR CIRCLES INITIATIVE. THIS FUNDING IS GUARANTEED FOR THREE YEARS AND WAS INSTRUMENTAL IN HELPING THE PROGRAM REMAIN VIABLE NOW AND IN THE FUTURE. THE SECURE FUNDING ALLOWED OPEN DOORS TO FOCUS ON SERVICE DELIVERY AND ALIGNMENT WITH THE NATIONAL CIRCLES USA MODEL TO STRENGTHEN OUR PROGRAM. OUR CIRCLES COORDINATOR ARRANGED A STRONG PARTNERSHIP WITH CLEARFIELD JOB CORPS TO PROVIDE EDUCATION AND SUPPORT TO TEENS AND YOUNG ADULTS WHO ARE ALREADY STRIVING TO IMPROVE THEIR EDUCATION AND FIND A CAREER PATH. SERVING THIS POPULATION WAS A NEW EXPERIENCE FOR OPEN DOORS AND THERE WERE MANY SUCCESSES AND CHALLENGES. THE SUCCESSES INCLUDED SERVING 45 YOUNG PEOPLE, AT LEAST TWO OF WHOM WENT ON TO OBTAIN JOBS AT 200% OF THE FEDERAL POVERTY LEVEL ALMOST IMMEDIATELY AFTER CERTIFYING IN THE PROGRAM. THE BIGGEST CHALLENGE IS THAT MOST OF THESE YOUNG PEOPLE RETURN HOME FOR THE SUMMER OR AFTER GRADUATION, SO OPEN DOORS IS UNABLE TO CONTINUE TO SUPPORT THEM WITH VOLUNTEER MENTORING, TO HELP EVEN MORE PROGRAM PARTICIPANTS EXCEL AND REACH THEIR EDUCATION AND CAREER GOALS. THE PARTNERSHIP WITH CLEARFIELD JOB CORPS HELPED OPEN DOORS ACHIEVE ITS CONTRACT GOALS AND OBJECTIVES. IN ADDITION TO STRENGTHENING THE CIRCLES SELF-SUFFICIENCY INITIATIVE, OPEN DOORS ALSO STRENGTHENED ITS OTHER SELF-SUFFICIENCY PROGRAMS, INCLUDING MORE CASE MANAGEMENT TO PROGRAM PARTICIPANTS WHO WANT TO CHANGE THEIR LIVES FOR THE BETTER. OPEN DOORS STARTED ALLOCATING FUNDING FOR CONCRETE SERVICES (SUCH AS RENT OR UTILITY ASSISTANCE) DIFFERENTLY, MAKING MORE OF THAT FUNDING AVAILABLE FOR PARTICIPANTS WHO WORKED ON GOALS TO IMPROVE THEIR EDUCATION AND EMPLOYMENT, AND INCREASE THEIR INCOME. AFTER THE LARGE INCREASE IN FEDERAL FUNDING TO HELP WITH RENT ASSISTANCE DURING THE COVID- 19 PANDEMIC, THE DAVIS COUNTY COMMUNITY LARGELY SAW OPEN DOORS AS A RENT RELIEF ORGANIZATION, BUT THAT IS NOT THE MISSION OF OPEN DOORS, EVEN THOUGHT THE AGENCY STEPPED UP TO HELP PEOPLE EXPERIENCING FINANCIAL DIFFICULTIES DURING THE PANDEMIC. TURNING MOST AGENCY PROGRAMS AND SERVICES BACK TOWARD THE AGENCY MISSION TO STRENGTHEN FAMILIES AND HELP PEOPLE BECOME SELF-RELIANT, AND CHANGING THE PUBLIC'S PERCEPTION, WAS A BIG TASK. OPEN DOORS HAS BEEN LARGELY SUCCESSFUL IN THIS REGARD BY PUTTING MORE TIME AND RESOURCES INTO SELF-SUFFICIENCY PROGRAMS, FOCUSING LESS ON EMERGENCY SERVICES, AND GIVING RESOURCES TO FAMILIES AND INDIVIDUALS COMMITTED TO JOINING OUR LONGER-TERM PROGRAMS TO REALLY IMPROVE THEIR LIVES. FOOD INSECURITY IS INCREASING AT AN UNPRECEDENTED PACE DUE TO ECONOMIC FACTORS INCLUDING INCREASES IN FOOD PRICES AND IMMIGRATION BY REFUGEES. WHILE THIS GROWTH IN NEED HAS STRAINED FOOD BANK RESOURCES ACROSS THE STATE OF UTAH AND IN DAVIS COUNTY, OPEN DOORS ROSE TO THE CHALLENGE, SERVING OVER 8,000 UNDUPLICATED INDIVIDUALS, WHICH IS AN INCREASE OF NEARLY 3,000 INDIVIDUALS OVER THE PRIOR YEAR. WITH FOOD DONATIONS REMAINING ALMOST LEVEL IN COMPARISON TO THE PREVIOUS YEAR, SERVING SO MANY PEOPLE IS A GREAT ACCOMPLISHMENT. OPEN DOORS OBTAINED MORE VOLUNTEERS, IMPROVED EFFICIENCY, AND STARTED EXPLORING ALTERNATIVES TO TRADITIONAL RETAIL FOOD DISTRIBUTION. BY THE END OF THE FISCAL YEAR, THE AGENCY STARTED GEARING UP TO TEST A NEW MODEL OF MOBILE FOOD DISTRIBUTION TO SERVE MORE PEOPLE AT MORE LOCATIONS IN A MORE ECONOMICAL MANNER WHILE TAKING THE STRAIN OFF OF DAILY FOOD DISTRIBUTION AT OPEN DOORS WAREHOUSE. ONE OF OPEN DOORS BIGGEST SUCCESSES THIS YEAR WAS IN THE HOMELESS-TO- HOUSING PROGRAM, WHICH HELPS PEOPLE WHO ARE EXPERIENCING HOMELESSNESS BECOME HOUSING READY SO THEY CAN GET INTO A RENTAL UNIT WITH OPEN DOORS PAYING THE DEPOSIT AND FIRST MONTH'S RENT. OPEN DOORS PROVIDES ONGOING CASE MANAGEMENT SUPPORT AND A DIMINISHING PERCENTAGE OF THE RENT PAYMENTS OVER AN AVERAGE OF SIX MONTHS UNTIL THE RENT IS TAKEN OVER BY THE TENANT. OUT OF TWENTY-SIX HOUSEHOLDS WHO EXITED THE HOMELESS-TO-HOUSING PROGRAM, ONLY ONE RETURNED TO HOMELESSNESS, WITH TWENTY-FIVE HOUSEHOLDS TAKING OVER THEIR RENT PAYMENTS AND REMAINING SAFELY AND SECURELY HOUSED. THIS IS A 96% SUCCESS RATE, HIGHER THAN OPEN DOORS HAS EVER SEEN, AND IS THE BEST OUTCOME IN THE STATE OF UTAH THIS YEAR FOR THIS PARTICULAR TYPE OF HOMELESSNESS PROGRAM. OPEN DOORS ALSO ASSISTED WITH THE WINTER RESPONSE CODE BLUE PROGRAM TO SHELTER PEOPLE EXPERIENCING HOMELESSNESS DURING FREEZING COLD TEMPERATURES. WHILE OPEN DOORS SUCCESSFULLY HOUSED MANY INDIVIDUALS AND FAMILIES EXPERIENCING HOMELESSNESS THIS PAST WINTER BY PUTTING THEM INTO HOTELS OR MOTELS FOR THOSE COLD NIGHTS, THE DRAIN ON TIME AND RESOURCES, AND THE POOR ALIGNMENT WITH THE AGENCY MISSION, WERE CHALLENGING, AND CAUSED THE AGENCY, BY THE END OF THE YEAR, TO AVOID ENGAGING IN SO MANY CRISIS AND EMERGENCY PROGRAMS AND INSTEAD TO STRENGTHEN THE COMMITMENT TO FOCUS ON PROGRAMS AND SERVICES WHICH REALLY CHANGE PEOPLE'S LIVES AND HELP THEM GET OUT OF POVERTY AND/OR HOMELESSNESS. OPEN DOORS MAIN FAMILY SUPPORT PROGRAM IS THE RESPITE NURSERY, WHICH GIVES GUILT-FREE BREAKS TO PARENTS OF YOUNG CHILDREN BY ALLOWING THEM TO HAVE UP TO THREE HOURS PER WEEK OF FREE CHILDCARE AT OUR SAFE AND SUPPORTIVE FACILITY WHILE PARENTS, PRIMARILY MOTHERS, ENGAGE IN SELF-CARE ACTIVITIES. SINCE THE COVID-19 PANDEMIC, OPEN DOORS HAS EXPERIENCED A DECREASE IN SERVICE LEVELS IN THE NURSERY, BUT BY THE MIDDLE OF THE YEAR, THE AGENCY INCREASED ITS MARKETING AND PARTNERSHIPS, USING STAFF AND BOARD MEMBER RESOURCES AND CONNECTIONS. THE RESULT WAS AN ASTONISHING INCREASE IN SERVICE DELIVERY TO FAMILIES, INCLUDING NEW PEOPLE WHO HAVE NEVER USED THE OPEN DOORS NURSERY BEFORE. OPEN DOORS DID NOT DOUBLE THE NUMBER OF CHILDREN SEEN COMPARED TO THE FIRST PART OF THE YEAR, BUT THAT IS THE GOAL FOR THE COMING YEAR. AS A RESULT OF USING THE RESPITE NURSERY, 94% OF PARENTS REPORTED A DECREASE IN STRESS, AND 93% OF PARENTS REPORTED THAT THEY HAVE IMPROVED RELATIONSHIPS IN THEIR FAMILIES AFTER USING THE NURSERY. |
| FORM 990, PAGE 6, PART VI, LINE 11B | THE FINANCE AND EXECUTIVE COMMITTEES REVIEW THE FORM 990 AND THEN PRESENT IT TO THE FULL BOARD FOR THEIR REVIEW PRIOR TO FILING. |
| FORM 990, PAGE 6, PART VI, LINE 12C | THE ORGANIZATION'S BYLAWS REQUIRE THAT ALL CONFLICTS OF INTEREST BE DISCLOSED. THE EXECUTIVE DIRECTOR AND THE BOARD OF DIRECTORS ARE RESPONSIBLE FOR DETERMINING WHETHER A CONFLICT OF INTEREST EXISTS. IF A CONFLICT IS DETERMINED TO EXIST, SPECIFIC ACTION IS DETERMINED ON A CASE- BY-CASE BASIS TO ELIMINATE ANY BIAS OR IMPROPRIETY CAUSED BY THE CONFLICT. |
| FORM 990, PAGE 6, PART VI, LINE 15A | COMPENSATION IS DETERMINED BY THE BOARD OF DIRECTORS, INDEPENDENT FROM THE EXECUTIVE DIRECTOR. THE ORGANIZATION PERIODICALLY PERFORMS A WAGE-SCALE ANALYSIS USING DATA FROM SIMILAR NON-PROFITS IN THE STATE OF UTAH TO DETERMINE OFFICER COMPENSATION. THE DELIBERATION AND DETERMINATION OF COMPENSATION IS DOCUMENTED. |
| FORM 990, PAGE 6, PART VI, LINE 19 | THE ORGANIZATION MAKES ITS FINANCIAL STATEMENTS AND GOVERNING DOCUMENTS AVAILABLE TO THE PUBLIC UPON WRITTEN REQUEST. |
| Software ID: | |
| Software Version: |