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Annual Report - Fiscal Year 2022

Office of Community Development and

the Ogden Civic Action Network

July 20, 2022

1. 2022 At-a-Glance

Ogden Civic Action Network

The Ogden Civic Action Network (OgdenCAN) is a consortium of seven anchor institutions, eight partners, many allies and 14,600 residents that is determined to create comprehensive neighborhood revitalization in the East Central Neighborhood of Ogden, Utah. This initiative is designed to remove barriers, create opportunities, and align the resources available.  Collaboration and alignment are keystones to the work.

The seven anchor institutions include:  Intermountain Healthcare, Ogden City, Ogden Regional Medical Center, Ogden School District, Ogden-Weber Technical College, Weber-Morgan Health Department, and Weber State University. 

The eight partners include:  Latinos United Promoting Education and Civic Engagement, Midtown Community Health Center, National Association for the Advancement of Colored People Ogden Branch, Ogden City Diversity Commission, Ogden-Weber Community Action Partnership, United Way of Northern Utah, Weber County Center of Excellence, and Weber State University as fiscal agent.

The social determinants of health being addressed are divided in four pillars: health, education, housing and financial stability.  The social determinants of health include: food security, housing instability, transportation, interpersonal violence, education, family and social support, income and employment, and health behaviors (from U.S. Centers for Medicare and Medicaid Services).

The OgdenCAN Board of Directors are embedded in the Weber State University Office of Community Development with the Director serving as Board Administrator.  There are 15 Board members.  The Weber State University Office of Community Development was created on January 1, 2018.  Weber State University is the fiscal agent for the Ogden Civic Action Network. 

Neighborhood Metrics

The demographics for the East Central Neighborhood are evaluated annually through the American Census Survey – 5-year averages.  There have been significant changes since the base survey covering 2009-2013.  These changes will be evaluated.




Total Population






Below Poverty Level



Gross Rent 30% or More









White Uninsured



Hispanic Uninsured



Total % High School Graduates



White High School Graduates



Hispanic High School Graduates



Hispanic Bachelors +



Education Bachelors



Science and Engineering Bachelors



STEM Bachelors



Financial Plans

The financial plans for FY2022 and FY2023 are summarized as follows.  The actuals for FY2022 and the proposed for FY2023 will be presented to the OgdenCAN Board on July 20, 2022.



Administrative Expenses



Program Expenses



Demonstration Project Expenses



Other Programming








Operating Surplus Previous Year



Anchor Institution Revenue



Demonstration Project Revenue



Gifts and Grants



Other Revenue               










The interventions that have been funded or are pending consideration this fiscal year include:

Intervention Name

Lead Organization

Amount Funded

Academic Interns (Funded)

Ogden School District


Corner Store Network Analysis (Funded)

Ogden Food Council


SNAPEd Incentives (Funded)

Create Better Health


Corner Store Organizer (Funded)

Ogden Food Council


Food Rescue (Funded)

Waste Less Solutions


Community Literacy Specialist (Funded)

United Way of Northern Utah


Interweave Solutions (Pending)

Weber State University


Cultivating a Collective Understanding of the Renter/Landlord Social System in East Central Ogden (Pending)



TOTAL Funded and Pending FY2022


The interventions that were previously approved and are being implemented or were completed during this fiscal year include:

Intervention Name

Lead Organization

Amount Funded

Community Leaders Network

Weber State University


Noncontingent Home Visits

Ogden School District



Ogden School District


Net Zero Home Construction

Weber State University


Adult High School Diplomas and GED

Weber State University


Food Ethnography

Weber State University


Produce RX Program

Weber Morgan Health Dept


Rideshare services for medical patients

Weber Morgan Health Dept


Network facilitation – food

United Way of Northern Utah


TOTAL Previously Funded


2. Highlights

Demonstration Project

The following information regarding the Demonstration Project is taken from the annual report provided to Intermountain Healthcare for 2021.

Community Leaders Network

In May 2021 the Ogden Civic Action Network Board of Directors approved the creation of a Community Leaders Network with the first cohort beginning their training in October 2021 and finishing in June 2022. 

The Community Leaders Network is a paid internship program established to provide educational and professional opportunities for residents of the East Central Neighborhood of Ogden, Utah to develop as leaders in their community. Through this program, interns are trained in civic engagement, community development, and engaging local government and other anchor institutions.  Interns are given the opportunity to create their own impact through a community organizing project. The vision of the Community Leaders Network is for interns to emerge as public leaders in East Central Ogden and beyond and to maintain their impact long after their internship is completed.  Interns’ community organizing projects will directly nurture community assets and strengthen OgdenCAN’s four pillars of housing, health, education, and financial stability. Civic competence and engagement in East Central Ogden as a whole will broaden and increase as volunteers from the neighborhood engage in interns’ community projects.

This curriculum covers an eight-month time frame. The curriculum trains interns in Asset Based Community Development, introduces them to community resources, acts as a guide with milestones to complete their own community organizing projects, and includes principles of leadership, community organizing and mobilization, civic and democratic engagement, and public advocacy and activism.

We assert that the single and most fundamentally important element of infrastructure in the East Central Neighborhood is the people who live, work, worship, learn and play in this already vibrant and vital community.  These residents are untapped reservoirs, changemakers, and leaders in their own right and represent a large missing piece of critical engagement in the larger conversations happening in our community regarding issues related to high rates of poverty, structural racism in the community at large, and inequitable health outcomes – among others.

No community-wide effort to date related to these issues has meaningfully engaged with these residents in an authentic and substantive way.  We believe that active civic participation, through a community leaders network model such as this, will build valuable capacity in our community and empower residents to engage in self-determination.  It will then contribute to more equitable health outcomes, stronger community engagement, increased social and cultural capital, and ultimately democratic wealth building.

The community organizing projects for the first cohort of interns was impressive.  The projects included the following:

· Climate Solutions Market – Julianne Ramanujam

· Power in Parks – Eva Barnett

· Cultivating a Collective Understanding of the Renter/Landlord Social System in East Central Ogden – Harvey Day

· Locally Written Children’s Books to Inspire Literacy – Hailee Swank

· Change in My Neighborhood: Collective Infrastructure Improvements – Flor Lopez

Overall Demonstration Project

There are 165 individual volunteers participating in the nine networks/committees and two boards associated with this work.  The creation of the United Partnership Council allowed us to merge the networks/committees to ensure that there is one place to go if people want to volunteer their time.  The nine networks/committees include:  Education - Prenatal to Three, Kindergarten Readiness, Elementary Literacy, Secondary Success, Career and College Futures; Health - Ogden Food Council, Opioid Task Force, Healthy Lifestyles, Access to Quality Care; In development – Housing Research, Financial Stability.  The Ogden Civic Action Network focuses on the funding and implementation of interventions and is place-based in the East Central Neighborhood of Ogden.  The United Partnership Council focuses on policy and is countywide in Weber County.

We desire to impact all residents in the East Central Neighborhood in as many positive ways as possible.  We seek to remove barriers and create opportunities for all of these residents.

The Community Leaders Network is the flagship intervention for the demonstration project as described above. The Community Leaders Network is being evaluated by the Weber State University Community Research Extension.  This evaluation includes performance measures that include the number of residents impacted. 

The demonstration project has four areas of focus:  career pathways, digital solutions, food infrastructure, and equitable housing options.  Progress has been made in each of the four demonstration project areas of focus as follows:

Career Pathways

A literature review and gap analysis was completed by the WSU Community Research Extension regarding adult high school diplomas and GEDs.  OgdenCAN spent $10,000 for this research.  There are approximately 18,000 adults in Weber County that do not have a high school diploma or GED.  A new pathway is being created through the Ogden-Weber Tech College and Two Rivers High School.  This pilot project creates a fast-track diploma pathway.  The fast track will dually enroll the students into both learning institutions and enable the student to graduate with a high school diploma and a technical certificate.  The first cohort of students began this program in September 2021.

The Ogden Civic Action Network is partnering with Interweave Solutions, an international company based in Utah.  The focus of Interweave Solutions is to move people from poverty to prosperity through neighborhood self-reliance groups.  Over the past 10 years they have provided their services in 54 countries.  The programs include: Master of Business in the Streets, Success Ambassadors, Counseling in the Streets, and Business Literacy.

Interweave Solutions is developing their programs for the United States market.  OgdenCAN staff has assisted with this effort by reviewing the programs and providing feedback with the desire to implement these programs in the East Central neighborhood of Ogden.  The self-reliance groups will help our residents have all of the necessary tools to start their own businesses – another career pathway for the 27% of our residents who are living in poverty and an additional 43% of our residents who do not make a living wage sufficient to live without assistance.  OgdenCAN is partnering with My Hometown Ogden and United Way of Northern Utah to train the first 20 participants in the program.

Digital Solutions

Weber State University, the Ogden School District, and Ogden City have formed a digital solutions partnership.  The first project was a joint effort between Weber State University and the Ogden School District to create a LTE network that covers the entire School District boundary which includes 11,500 students.  The network will be fully operational in February 2021.  Weber State University contributed $250,000 in federal funding for this network.

Hotspots were purchased for up to 100 Weber State University students that live in this area.  An additional 50 hotspots are also being made available to residents who are participating in continuing education courses offered through the WSU Community Education Center.

At the beginning of the COVID-19 pandemic the Ogden School District purchased Chromebooks for all students in the District.  Hotspots were provided as needed for each household.

The Digital Solutions Partnership is preparing to partner with broadband companies in order to provide this service to all of the residents of Ogden City. 

Food Infrastructure

The Ogden Food Policy Council has been formed after two years of work by the Food Security Network including the completion of the National Leadership Academy for the Public’s Health and the community food assessment.  This 15-member council held their first meeting in January 2022.  This volunteer body serves as a public forum for discussing food issues, foster coordination between different sectors of the food system, evaluate and influence policies as well as support programs and services that address local needs.  The goals include improving access to healthy, affordable, and culturally appropriate food for all Ogden residents, and strengthening Ogden’s food economy by supporting local farmers, food workers, and food entrepreneurs.  There are currently three workgroups: gleaning/food rescue, SNAP/WIC enrollment, and corner stores.  A contribution of $40,000 per year ($30,000 from Demonstration Project funding) is partially funding the network facilitator for this work.

Equitable Housing Options

The Ogden Civic Action Network previously funded research regarding housing advocacy.  This research led to the creation of a housing advocacy program through the Ogden Weber Community Action Partnership.  This program began in late 2021.

Affordable housing is a significant issue in our community.  The Ogden Civic Action Network is participating in the Weber County Housing Affordability and Access Study which began in November 2021.  This study is being facilitated by the Wasatch Front Regional Council.  The goal of this study is to address local and regional challenges related to housing affordability and access along the spectrum of households and communities throughout Weber County.

New research is being undertaken regarding home repairs for older residents, and utilities assistance and reduction.  A deep dive regarding utilities assistance and reduction was completed in January 2022.  A gap analysis will need to be completed.  The research regarding home repairs began in January 2022.

3. Goals and progress for 2021-2022

Goal #1, Strategic Planning:  Conduct a joint strategic planning process with the United Partnership Council with the goal of clearly defining the outcomes and strategies in health, education, housing, financial stability and other related social determinants of health.

Goal #1 Progress:  Seven consulting organizations provided information about their framework for innovative collaboration and joint strategic planning approach.  Two firms are being considered – CoCreative and the Arbinger Institute.  The cost for the services has not been determined.  The proposal is to split the costs between OgdenCAN and United Way of Northern Utah.  A proposed will be provided to the Board soon.

Goal #2, Adult High School Diploma and GED Pathways:  Develop the action plan for the adult high school diploma and GED pathways project and proceed with implementing the recommendations.

Goal #2 Progress:  The Ogden-Weber Technical College and Weber Adult Education partnered together to provide educational and career pathways for the 18,000 people in Weber County over the age of 25 that do not have a high school diploma or GED.  Weber Adult Education is English Language Learner classes, GED/Diploma classes with Spanish supports, and Bridge classes for career pathways to the technical college for integrated educational training.  Students are dual enrolled in Weber Adult Education and Ogden-Weber Technical College.  The first cohort of students are completing their training.

Goal #3, Demonstration Project:  Implement the operating plan for the Demonstration Project including the Intervention Funding Application Process, the Community Leaders Network, the Digital Solutions Partnership, and the Food Policy Council.

Goal #3 Progress:  The details regarding progress with the Demonstration Project are provided in Section 2 above.

Goal #4, Changing Business Practices: Prioritize the business practices identified in the 2021-2026 WSU Strategic Plan and develop work plans.

Goal #4 Progress:  The business practices were prioritized as follows.  Quarterly progress updates are provided to Weber State University leadership.

Hiring Practices – Three priorities were established covering diversity reporting, mentoring of employees from underrepresented groups, and policies related to moving expenses.

Purchasing Practices – Four priorities were established covering reporting of local, small, women owned, and minority owned businesses, vendor reviews of current status, vendor fairs in Weber County, and developing sustainable procurement policies.

Investing Practices – Three priorities were established covering leveraging financial resources, creating a community and economic development impact report, and increasing investment in sustainable projects.

Goal #5, OgdenCAN Metrics:  For FY2021 measure, evaluate and report the metrics identified by OgdenCAN anchor institutions regarding hiring, purchasing and investing.  FY2021 is a pilot year in order to refine the metrics and related processes.

Goal #5 Progress:  The schedule and process were established for gathering the metric information for the FY2021 pilot year.  Several questions were raised which required additional research regarding the options for proceeding.  As a result anchor institutions will be requested to present their metrics in an OgdenCAN Board meeting annually.  This will allow each anchor institution to present the metrics that do not include proprietary information.

Goal #6, Development Plan:  Create a funding plan to sustain the Demonstration Project work beyond the three-year project.

Goal #6 Progress:  It was determined that five additional anchor institutions from for-profit corporations should be invited.  Research was completed regarding corporate social responsibility with a particular focus on ISO 26000 – American National Standard, Guidance on Social Responsibility.  A social return on investment summary was created and is now ready to be presented to potential anchor institutions.

Goal #7, Board Training regarding Racial Equity:  Develop and implement a training program for the Board of Directors regarding racial equity.

Goal #7 Progress:  The preferred trainer regarding racial equity is Adrienne Andrews, Vice President for Equity, Diversity, and Inclusion & Chief Diversity Office at Weber State University.  Due to the recent reorganization of diversity, equity and inclusion within the university this training has been delayed.

Goal #8:  Anchor Learning Network:  Continue participation in the Anchor Learning Network and associated workgroups.  Ensure that OgdenCAN and Weber State University are leaders in the field of anchor-mission work.

Goal #8 Progress:  Participation in anchor-mission focused workgroups at the national level has included the following: Anchor Learning Network – advancing the organizational imperative, anchor mission implementation, university – community partnerships, leveraging data; Coalition of Urban and Metropolitan Universities – hyperlocal directors huddle, community engagement evaluation huddle; Anchor Institution Task Force – economic development; Anchor Collaborations – two similar organizations to OgdenCAN; Campus Compact – community partnerships communities of practice (co-facilitator); Healthcare Anchor Network – building the evidence base initiative.  Regional and local connections have included: Intermountain Healthcare Alliance distribution committee, Promise Partnership Regional Council, Ogden Development Association, and the Hall Endowment Committee.

In late 2021 the Anchor Learning Network became a member of the Healthcare Anchor Network when The Democracy Collaborative discontinued its involvement with these networks.  The Healthcare Anchor Network became a new 501-3C organization.  The Anchor Learning Network was dissolved in May 2022 but the anchor-mission work will be continued by the Coalition of Urban and Metropolitan Universities.

4. Goals for 2022-2023

Goal #1, Strategic Planning:  Implement the joint strategic planning process between OgdenCAN and the United Partnership Council.

Goal #2, Demonstration Project:  Continue to focus on interventions and research related to career pathways, digital solutions, food infrastructure, and equitable housing options including the Community Leaders Network.

Goal #3, Changing Business Practices: Implement the actions necessary to accomplish the prioritized strategies in the 2021-2026 WSU Strategic Plan.

Goal #4, OgdenCAN Metrics:  Each anchor institution will report progress on metrics on an annual basis in an OgdenCAN Board meeting. 

Goal #5, Social Determinants of Health:  Evaluate the community needs related to utilities (assistance and reduction) and home improvements for older residents.  Conduct a gap analysis regarding utilities.  Complete the literature review regarding home improvements for older residents and determine next steps.

Goal #6, Social Return on Investment and Corporate Social Responsibility:  Expand the number of Anchor Institutions that are for-profit corporations to assist them with their corporate social responsibilities through a clearly defined social return on investment model.  Add two anchors in FY2023 and three more in FY2024.

Goal #7:  National Anchor-mission Work:  Continue participation in the national anchor-mission focused workgroups to ensure that OgdenCAN and Weber State University are leaders in the field of anchor-mission work.

The Seven Imperatives

The mission of the Ogden Civic Action Network is to create comprehensive neighborhood revitalization through a place-based strategy that focuses resources on the East Central Neighborhood of Ogden.  Our vision is to improve the health, strength and engagement of our community – economically, socially, environmentally, educationally and civically.  We seek to remove barriers, create opportunities, and align all of the resources available.  The civic action plan created by the Ogden Civic Action Network will be consistent with the following seven imperatives:

Imperative #1 – Anchor-mission

This imperative specifies that there are anchor institutions that are rooted in our community by their mission, invested capital or relationships with customers, employees, residents, and vendors.  These anchor institutions are immoveable which means that their well-being is inextricably tied to the welfare of the community.  Our anchor-mission is:  The Ogden Civic Action Network commits to intentionally apply our long-term, place-based economic power, intellectual assets, and human capital in partnership with our community to mutually benefit the long-term well-being of all involved.  We also seek an economic system that ensures that equity, inclusion, economic stability and resilience are produced as a natural consequence of the functioning of the economy.

Imperative #2 - Place-based

This imperative requires that a specific geographic area within the community be designated for comprehensive revitalization, e.g., the East Central Neighborhood. 

Imperative #3 – Core Values and Ethics

This imperative establishes the principle-based values and ethics.  These values are founded upon the principles developed by the Daniels Fund Ethics Initiative including:

Integrity - Act with honesty in all situations

Trust - Build trust in all relationships

Accountability - Accept responsibility for all decisions

Transparency - Maintain open and truthful communications

Fairness - Engage in fair competition and create equitable and just relationships

Respect - Honor the rights, freedoms, views, and property of others

Rule of Law - Comply with the spirit and intent of laws and regulations

Viability - Create long-term value for all relevant stakeholders

Imperative #4 – Access and equity

This imperative ensures that equal access is available to all residents within the East Central Neighborhood.  We desire to eliminate barriers and obstacles in this neighborhood and to provide fair access to housing, education, and health opportunities that could transform lives in a significant and meaningful way.  By helping these residents meet basic needs, we recognize and validate the dignity of each person.

Imperative #5 - Transdisciplinary community solutions

This imperative connotes a strategy that crosses many boundaries to create a holistic approach to problem solving or to signify a unity of knowledge beyond typical boundaries.  In other words, there is true collaboration between all stakeholders which becomes a way to engage in different ways of thinking about and understanding the challenges.  This collaboration helps stakeholders understand the many dimensions or perspectives and how to incorporate the solution.  

Imperative #6 - Authentic partnerships

This imperative honors the fundamental belief that the work of the Ogden Civic Action Network must be pursued both within partnerships and through them.  These partnerships are founded upon the guiding principles of partnership developed by Community-Campus Partnerships for Health including:

Guiding Principles of Partnership

- The partnership forms to serve a specific purpose and may take on new goals over time.

- The partnership agrees upon mission, values, goals, measurable outcomes and processes for accountability.

- The relationship between partners in the partnership is characterized by mutual trust, respect, genuineness, and commitment.

- The partnership builds upon identified strengths and assets, but also works to address needs and increase capacity of all partners.

- The partnership balances power among partners and enables resources among partners to be shared.

- Partners make clear and open communication an ongoing priority in the partnership by striving to understand each other’s needs and self-interests, and developing a common language.

- Principles and processes for the partnership are established with the input and agreement of all partners, especially for decision-making and conflict resolution.

- There is feedback among all stakeholders in the partnership, with the goal of continuously improving the partnership and its outcomes.

- Partners share the benefits of the partnership’s accomplishments.

- Partnerships can dissolve, and when they do, need to plan a process for closure.

- Partnerships consider the nature of the environment within which they exist as a principle of their design, evaluation, and sustainability.

- The partnership values multiple kinds of knowledge and life experiences.

Quality processes that are relationship focused; open, honest, respectful and ethical; trust building; acknowledging of history; committed to mutual learning and sharing credit.  Meaningful outcomes that are tangible and relevant to communities.  Transformation that occurs at multiple levels, including:

- Personal transformation, including self reflection and heightened political consciousness

- Institutional transformation, including changing policies and systems

- Community transformation, including community capacity building

- Transformation of science and knowledge, including how knowledge is generated, used and valued

- Political transformation, including social justice

Imperative #7 - Leveraging of existing resources

This imperative ensures that all stakeholders bring resources to the table and that there is a concerted effort to combine and leverage all of the resources for the community’s benefit.  The resources come in the form of staff time, services, contributions, etc.  This leveraging includes seeking donations and grants. 


Board of Director’s

Rules of Procedure – 2022


The Ogden Civic Action Network (OgdenCAN) Board of Director’s rules of procedure define how the Board is organized and how it operates.  The areas covered by the rules of procedure are:

I. Appointment to the Board

II. Board Officers

III. Attendance of members

IV. Board meetings

V. Motions

VI. Voting

VII. Quorum

VIII. Amendment, revision or addition to rules


I.  Appointment to the Board

A.  Board seats

1. There are a maximum of 23 Board seats, seven (7) to twelve (12) of whom are anchor institution representatives, and six (6) to eleven (11) are partner and resident representatives as follows:

Anchor Institutions

a. Intermountain McKay-Dee Hospital

b. Ogden City

c. Ogden Regional Medical Center

d. Ogden School District

e. Ogden-Weber Tech College

f. Weber-Morgan Health Department

g. Weber State University

h. To be determined

i. To be determined

j. To be determined

k. To be determined

l. To be determined

Partner Organizations and Residents

m. Ogden Diversity Commission

n. Latinos United Promoting Education and Civic Engagement (LUPEC)

o. National Association for the Advancement of Colored People (NAACP)

p. United Way of Northern Utah

q. Weber County Intergenerational Poverty Initiative (IGP)

r. Weber State University as Fiscal Agent

s. Ogden-Weber Community Action Partnership (OWCAP)

t. Midtown Community Health Clinic

u. Ogden City Arts Advisory Committee

v. Alumni of Community Leaders Network

w. Alumni of Community Leaders Network

2. Each anchor institution and partner organization designates their representative.  It is the institution or organization’s responsibility to ensure that they have continuous designated representatives.  Designees serve at the pleasure of their institution or organization and have no term limits.  Representatives are expected to provide ongoing contributions via time, energy and support to the Ogden Civic Action Network initiative.

3. Substitutes for Board meetings may be designated by Board members.  Substitutes are authorized to vote, participate fully and represent the institution or organization in the Board meetings.  Substitutes are required to complete the Weber State University volunteer services application prior to substituting for a Board meeting.  The Board Administrator is to be notified of substitutions at least 24-hours prior to the Board meeting.

B.  Appointment Letters 

1. Appointment letters to the Board of Directors are signed by the Board Chair and presented to the Board member via email or hardcopy.

II. Board Officers


A.  The OgdenCAN Board Officers shall consist of two Co-Chairs.  One Co-Chair is appointed by Weber State University which will be to whom the Office of Community Development reports organizationally.  The second Co-Chair is elected by the OgdenCAN Board of Directors.

B.  Election of one Board Co-Chair


1. Annually in June of each year the Board shall elect from among its members one Co-Chair with such Board leadership positions for the purpose of these Rules of Procedure and Board dealings, operations and records to be known and referred to as the Co-Chair along with the Co-Chair that is appointed by Weber State University.  


2. Any Board member may nominate another Board member or himself/herself.  The Co-Chair from Weber State University opens nominations for Board Co-Chair and closes nominations after all nominations are made known.  The Board Co-Chair candidates are given the opportunity to comment in the order of nomination.  The Co-Chair from Weber State University then calls for a motion to consider the first candidate nominated for Co-Chair.  After a motion and second a roll call vote is taken.  If there is no majority for the first candidate then the Co-Chair calls for a motion to consider the second candidate nominated for Chair.  If the first round of candidates each fail to obtain the requisite majority of votes, the Co-Chair opens nominations for new or renewed candidate nominations and subsequent voting.  This process continues until there are at least a majority of affirmative votes for one of the Co-Chair candidates.


3. The elected Co-Chair shall serve from the date of the election until selection of their successors in the following year.  The Co-Chair that is appointed by Weber State University serves at the will of the university.


4. In the event of a vacancy in the elected Co-Chair position, the position shall be filled by election in the manner prescribed in these rules.  The newly elected Co-Chair shall serve the remainder of the term.  


C.  Powers and duties of the Co-Chairs


1. It shall be the duty of the co-chairs to give direction to the Board Administrator to set the agenda for all Board meetings.  The Board Administrator serves as the secretary to the Board which includes preparing agendas and meeting results and all meeting logistics.


2. It shall be the general duty of the Co-Chairs:


a. To preside at all Board meetings.  The Co-Chairs alternate presiding at Board meetings at their discretion.

b. To sign all correspondence and legal documents on behalf of the Board as a whole.


3. In the event of the absence of, or disability of, both Co-Chairs, the immediate past elected Co-Chair, if still serving on the Board shall temporarily serve as Chair until one of the Co-Chairs so absent or disabled shall return or the disability shall be removed, as the case may be.  In the event the immediate Past Elected Co-Chair is absent or disabled, or is no longer serving on the Board, the Board shall elect a temporary Chair to serve until one of the Co-Chairs so absent or disabled shall return or the disability shall be removed, as the case may be.  In such event, the past elected Co-Chair or the temporary Chair shall have all the powers and perform the functions and duties herein assigned to the Co-Chairs.


III.   Attendance of Board members  


Every Board member shall be present during the meetings of the Board unless duly excused or necessarily prevented.  Board members are expected to attend all Board meetings or provide an authorized substitute from the institution or organization.


IV. Board Meetings

A. Regularly scheduled Board meetings will occur monthly on the fourth Wednesday unless otherwise scheduled.

B. No Board meetings will be held in the month of December unless otherwise scheduled.

C. Board meetings may be in-person or held virtually via Zoom (or similar platform).

D. Board Co-Chairs may call a special Board meeting which occurs in addition to the regularly scheduled Board meetings as long as a quorum of Board members is available to meet.

V. Motions

A motion is a formal proposal or recommendation put before the Board.  A motion is considered a formal action taken by the Board.  Motions can be made by any Board member during a Board meeting.

A. No motion shall be debated until it has been seconded and announced by the Chair.

B.   Any motion may be withdrawn or modified by the sponsor of the motion, with the consent of the second, at any time before amendment, decision or voting.


C.   Any substitute motion or amendment must relate to the same subject as the original item under consideration.  


D.   If a motion is made and seconded, then a substitute motion would be considered after the original motion is considered.


E.   If a motion is made, with no second, a substitute motion (with a second) would be considered instead of the original motion which dies for lack of a second.


F.   An affirmative vote on the amended motion negates any further consideration of the original motion.


VI.  Voting


A. Voting on motions shall be in the form of "yes" or "aye", "no" or "nay", and "abstain", and the names of those voting for, against or abstained entered in the Board meeting results.

B. The Chair has the discretion to call for a “roll call” vote on any agenda item depending upon the situation.  If a “roll call” vote is not desired, a “voice vote” occurs. 

C. The minimum number of yes votes required to pass any action by the Board is a majority of all voting members of the Board, without considering any vacancy in the Board (i.e., 7 votes).  

D. An expression of "abstain" during voting shall not be considered as an affirmative or a negative vote. 

E. In the case of a tie vote, the motion shall fail.

F. Any Board member may change his or her vote prior to the closing of the vote by the Chair.

G. No Board member shall be permitted to vote on any question unless she or he is present, either physically or via electronic means. 

H. Electronic voting (via email) is allowed when so directed by the Board Co-Chairs.

I. A Board member should notify the Board Administrator, or the Board Administrator’s designee of his or her intention to participate in a meeting electronically at least 24 hours before the scheduled meeting.

J. When a decision by the OgdenCAN Board of Directors is considered “major” and Board members desire their CEOs and/or Board of Directors to review the decision, a motion to extend the effective date of the decision by up to 60 days may be considered.


  VII.  Quorum 


A majority of the authorized Board seats shall constitute a quorum thereof for the transaction of all business (Example – 17 authorized Board seats requires nine (9) Board members to constitute a quorum). 

VIII.  Amendment, revision or addition to rules


A. Any Board member or Board Staff may propose amendments, revisions, or additions to these rules of procedure.


B. Each amendment, revision, or addition proposed by a Board member or Board Staff shall be in written form, and copies shall be provided to each Board member.


C. A majority vote of all voting members of the Board shall be required for passage and adoption of an amendment, revision, or addition to these rules of procedure.

Adopted on July 25, 2018.

Amended on November 24, 2020.

Amended on May 26, 2021.

Amended on July 20, 2022.

Community Leaders Network Internship Program

The Community Leaders Network is a paid internship program established by Ogden Civic Action Network (OgdenCAN) to provide educational and professional opportunities for residents of the East Central Neighborhood of Ogden, Utah to develop as leaders in their community. Through this program, interns are trained in civic engagement and community development. Interns are given the opportunity to create their own impact through a community project. The vision of the Community Leaders Network is for interns to emerge as public leaders in East Central Ogden and beyond and to maintain their impact long after their internship is completed. Interns’ community projects will directly nurture community assets and strengthen OgdenCAN’s four pillars of housing, health, education, and financial stability. Community connection and civic engagement  in East Central Ogden as a whole will broaden and increase as volunteers from the neighborhood engage in interns’ community projects. 

Learn more about the program and the curriculum here: Community Leader Network Curriculum.