DOWN SYNDROME ASSOCIATION OF NORTHERN VIRGINIA
Programs and results
What we aim to solve
DSANV is working to increase member engagement and to expand its its reach to serve an even larger number of individuals with Down syndrome, and their families, in counties across the diverse Northern Virginia area.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Learning Program
The Learning Program is an innovative program that delivers evidence-based educational support to children, parents and teachers with the goal of improving the overall development and academic success of children with Down syndrome using the results of this research.
Where we work
External reviews
Photos
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal 1: Increase member engagement
Goal 2: Extend services/programs to a greater number and more diverse segment of individuals with Down syndrome and their families across Northern Virginia
Goal 3: Diversify sources and increase amount of revenue to support the above Goals
What are the organization's key strategies for making this happen?
1.1 Assess current level of member engagement
1.2 Assess members' satisfaction with current programs/resources and identify any additions they may like to see in the future
1.3 Identify support needs and solicit member participation in planning and executing programs, development and other areas of organizational business; identify opportunities for self-advocate participation
2.1 Analyze member database to determine which populations are currently being served; include diverse parameters to include age, gender, geographic area, ability, culture, language, etc.)
2.2 Identify gaps in service based on analysis in 2.2
2.3 Define a plan forward in filling service gaps
3.1 Conduct segmentation analysis of current donors (corporations, foundations and individual donors)
3.2 Increase number of repeat donors, upgrade current donors to higher gift levels and identify new donors
3.3 Research corporations and foundations whose missions align with DSANV's, develop additional relationships to increase contributions from these sources
What are the organization's capabilities for doing this?
DSANV Board of Directors and staff are working together to execute a three year strategy to achieve the above goals.
2020 Operating Budget is tied to the Strategic Plan.
Robust membership database tool put in place in 2019.
Overhead is currently low; working to sustain and further reduce overhead where possible.
Currently have a large member base to engage and a strong core set of programs and service offerings.
Large Northern Virginia area offers myriad of opportunities for development from corporate partnerships, to foundations and individual donors.
What have they accomplished so far and what's next?
2019-2021 Strategic Plan drafted in 2019; annual update planned in 2020
2020 Board approved Operating Plan and Budget
Recent addition of part-time volunteers
Recent staff training
Continuing to build a relationship with a local Chamber of Commerce
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
DOWN SYNDROME ASSOCIATION OF NORTHERN VIRGINIA
Board of directorsas of 11/27/2023
Ms Samantha Fredieu
Hale Ball Carlson Baumgartner Murphy, PLC
Term: 2019 - 2022
David Egan
Erin Thompson
Charlotte Woodward
Robert Di Brienza
Sarah Espanol
Kelly Smith
Alain Noriega
Kimberly Hudson
Amanda Hunt
Andrew Humes
M S
Audrey Reinke
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No