SALT LAKE CITY, UT
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)UTAH COMMUNITY BUILDERS, founded in 2019, is a small nonprofit that reported $372K in total revenue in fiscal year 2022. Revenue surged 157% from the prior year, signaling strong growth momentum. The organization ran a surplus of $76K, a strong 20% operating margin.
ACTIVATE THE UTAH BUSINESS COMMUNITY TO ADDRESS PRESSING COMMUNITY ISSUES THAT STRENGTHENS UTAH'S WORKFORCE.
UPWARD MOBILITY - UTAH COMMUNITY BUILDERS IS COMMITTED TO REMOVING BARRIERS TO ENTRY OR REENTRY INTO THE WORKFORCE AND THE UPWARD ECONOMIC MOBILITY OF ALL UTAHNS. THERE ARE SIGNIFICANT OBSTACLES FOR...
UPWARD MOBILITY - UTAH COMMUNITY BUILDERS IS COMMITTED TO REMOVING BARRIERS TO ENTRY OR REENTRY INTO THE WORKFORCE AND THE UPWARD ECONOMIC MOBILITY OF ALL UTAHNS. THERE ARE SIGNIFICANT OBSTACLES FOR LOW-INCOME UTAHNS, INCLUDING TRANSPORTATION, CHILD CARE, AND THE BENEFITS CLIFF EFFECT. INCREASED ACCESS TO UPSKILLING/RESKILLING PROGRAMS OR POSTSECONDARY EDUCATION IS ALSO ESSENTIAL TO CAREER PROGRESSION AND THE FINANCIAL STABILITY OF INDIVIDUALS AND FAMILIES. UTAH BUSINESSES OF ALL SIZES, WORKING PARENTS, AND OUR STATE ECONOMY WILL BENEFIT FROM LIFTING MARGINALIZED COMMUNITIES.UTAH COMMUNITY BUILDERS DEVELOPED AND PRODUCED AN EMPLOYER TOOLKIT FOR SUICIDE PREVENTION, FAIR CHANGE HIRING GUIDE AND LIVING WELL IN LAW. UCB IDENTIFIED THE BENEFITS CLIFF AND HELPED EMPLOYERS DEVELOP STRATEGIES TO HELP EMPLOYEES AND POTENTIAL EMPLOYEES OVERCOME THIS PROBLEM. UCB SERVED 664 BUSINESS AND INDIVIDUALS.
FAMILY FRIENDLY WORKPLACES - UTAH COMMUNITY BUILDERS DEFINES A FAMILY FRIENDLY WORKPLACE AS AN ENVIRONMENT THAT INCLUDES A SUPPORTIVE COMPANY CULTURE, DEPENDENT CARE BENEFITS, WORKFORCE FLEXIBILITY...
FAMILY FRIENDLY WORKPLACES - UTAH COMMUNITY BUILDERS DEFINES A FAMILY FRIENDLY WORKPLACE AS AN ENVIRONMENT THAT INCLUDES A SUPPORTIVE COMPANY CULTURE, DEPENDENT CARE BENEFITS, WORKFORCE FLEXIBILITY, AND EMPATHETIC LEADERSHIP. POST PANDEMIC, EMPLOYEES CONTINUE TO ASK FOR THE SAME LEVEL OF AUTONOMY AND FLEXIBILITY IN WHERE, WHEN, AND HOW THEY WORK.WORKING PARENTS NEED FOR ACCESS TO HIGH QUALITY, AFFORDABLE CHILD CARE IS A KEY REASON FOR WORKFORCE FLEXIBILITY REQUESTS. THE CENTER FOR AMERICAN PROGRESS ESTIMATES THAT 77% OF UTAHNS LIVE IN A CHILD CARE DESERT, WITHOUT ACCESS TO HIGH QUALITY, AFFORDABLE CARE, WHICH IS THE HIGHEST MARK OF ALL STATES. CHILD CARE ISSUES RESULT IN AN ESTIMATED 1.36 BILLION-DOLLAR ANNUAL LOSS FOR UTAHS ECONOMY, WITH 1.10 BILLION ACCOUNTING FOR ABSENTEEISM AND TURNOVER COSTS TO BUSINESSES.SOLUTIONS ARE AVAILABLE BUT EVERY INDUSTRY AND BUSINESS HAS UNIQUE NEEDS. UTAH COMMUNITY BUILDERS HAD SUCCESSFUL LAUNCHES OF THE UNTAPED POTENTIAL IN UTAH REPORT AND THE FAMILY-FRIENDLY WORKPLACES: A GUIDE FOR UTAH BUSINESS LEADERS. UCB ALSO PRESENTED OR SPOKE A VARIOUS EVENTS INCLUDING THE FIRST ANNUAL CHILD CARE DAY ON THE HILL, EDUCATING AND TRAINING OF OVER 425 BUSINESS LEADERS.
HOPE CORPS: STUDENTS LIFTING UTAH - THE HOPE CORPS PROGRAM WAS DEVELOPED TO ASSIST UTAH'S COLLEGES AND UNIVERSITIES PLACE INTERNS INTO THE COMMUNITY THAT WERE DISPLACED DUE TO BUSINESS SHUTDOWNS AND...
HOPE CORPS: STUDENTS LIFTING UTAH - THE HOPE CORPS PROGRAM WAS DEVELOPED TO ASSIST UTAH'S COLLEGES AND UNIVERSITIES PLACE INTERNS INTO THE COMMUNITY THAT WERE DISPLACED DUE TO BUSINESS SHUTDOWNS AND CURTAILMENT DURING THE COVID PANDEMIC. HOPE CORPS ENGAGES COLLEGE INTERNS FROM ACROSS THE STATE, PLACED STRATEGICALLY WITH BUSINESS, NONPROFITS, OR OTHER COMMUNITY GROUPS TO SUPPORT UCB'S CORE WORK OF POVERTY/UPWARD MOBILITY, MENTAL HEALTH, AND CHILD CARE/FAMILY FRIENDLY WORKPLACE POLICIES.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2022 | 2021 | Change | |
|---|---|---|---|
| Revenue | $372,448 | $145,200 | +1.6% |
| Expenses | $296,923 | $300,662 | 0.0% |
| Net Income | $75,525 | $-155,462 | -1.5% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| DEREK MILLER | PRESIDENT & | 5.00 |
Officer
Director
|
$0 | $48,163 | $521,877 |
| HEIDI WALKER | COO | 5.00 |
Officer
|
$0 | $8,636 | $225,065 |
| DANIEL BRIMHALL | CFO | 5.00 |
Officer
|
$0 | $15,862 | $167,311 |
| NICHOLAS DUNN | EXECUTIVE DI | 45.00 |
Officer
|
$65,443 | $13,691 | $79,134 |
| KABI CATALANO | EXECUTIVE DI | 45.00 |
Officer
|
$27,244 | $668 | $27,912 |
| JAKE BOYER | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| ELAINE DALTON | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| ELDIN DIGLISIC | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| LISA ECCLES | BOARD CO-CHA | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| CLARK IVORY | BOARD CO-CHA | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| GREG MILLER | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| DAVIS SMITH | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| BISHOP OSCAR SOLIS | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| CYDNI TETRO | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2023 | $372,448 | $296,923 | $180,063 | $75,525 |
| 2022 | $145,200 | $300,662 | $109,689 | $-155,462 |
| 2021 | $329,585 | $410,284 | $274,269 | $-80,699 |
| 2020 | $780,000 | $538,084 | $419,651 | $241,916 |
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