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Arlington VA | IRS ruling year: 2002 | EIN: 54-2062167
Organization Mission
The Organization for Autism Research (OAR) was created in December 2001 to apply research to the challenges of autism. OAR's defines applied research as research tha ... (More)
The Organization for Autism Research (OAR) was created in December 2001 to apply research to the challenges of autism. OAR's defines applied research as research that directly impacts the day-to-day quality of life of learners with autism. It entails the systematic investigation of variables associated with positive outcomes in such areas as education, communication, self care, social skills, employment, behavior, and adult and community living. OAR funds pilot studies and targeted research within specific modalities and issues affecting the autism community, primarily for studies whose outcomes offer new insights into the behavioral and social development of individuals with autism with an emphasis on communications, education, and vocational challenges. OAR's programs revolve around funding new research and disseminating evidence-based information. (Less)
Great
This charity's score is 96%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 11/1/2020 | 2019 | 95.71 | |
| 8/1/2019 | 2018 | 94.75 | |
| 8/1/2018 | 2017 | 95.05 | |
| 9/1/2017 | 2016 | 95.46 | |
| 7/1/2016 | 2015 | 95.95 | |
| 6/1/2016 | 2014 | 90.19 | |
| Rating Version: 2.0 | |||
| 2/1/2016 | 2014 | 82.75 |  |
| 10/1/2015 | 2014 | 82.52 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 6/1/2014 | 2013 | 89.15 | |
| 7/1/2013 | 2012 | 82.85 | |
| 9/1/2012 | 2011 | 86.06 | |
| 9/20/2011 | 2010 | 91.15 | |
| Rating Version: 1.0 | |||
| 9/1/2010 | 2009 | 90.81 | |
| 10/1/2009 | 2008 | 90.91 | |
| 4/1/2009 | 2007 | 96.13 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Organization for Autism Research is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Organization for Autism Research has earned a 96% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 2.90% - 10/10 ptsLiabilities to Assets Ratio - 2.90% - 10/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 1.35 years - 10/10 ptsWorking Capital Ratio - 1.35 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.12 - 7.5/10 ptsFundraising Efficiency - $0.12 - 7.5/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 4.20% - 10/10 ptsAdministrative Expense Ratio - 4.20% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 14.39% - 7.5/10 ptsFundraising Expense Ratio - 14.39% - 7.5/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 81.30% - 8.94/10 ptsProgram Expense Ratio - 81.30% - 8.94/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 13.87% - 10/10 ptsProgram Expense Growth - 13.87% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Michael V. Maloney, Executive Director
$110,000 (6.37% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Organization for Autism Research) or EIN (542062167) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Organization for Autism Research reported being impacted by COVID-19 in the following ways:
Fundraising Capacity
Revenue
Grants Sent
How COVID-19 impacted the organization's operations financially:
Most significantly, our charity running program, which represents our largest, single revenue source, came to a halt. We applied and received the PPP and our Board of Directors stepped up to donate more then $90,000 above their regular donation to form a matching fund for the annual end-of-year fundraising campaign. As a result of their leadership, the annual campaign raised a record $300,000 plus in 2020.
How COVID-19 impacted the organization's delivery of programs:
Thanks to the efforts of the OAR staff and having a third party (another charity) fulfillment support system, we were able to maintain our support to the autism community without interruption or degradation. We did, however, scale back the number of research grants we typically award from eight to six, mainly due to the near and longer term uncertainty of the fundraising environment. We will return to form (eight grants) in 2021.
How this organization adapted to changing conditions caused by COVID-19:
Once COVID-19 hit, OAR went to its remote work plan. It worked well. Facing a potential shortfall of $350,000, the leadership team began monthly financial meetings to maintain close financial oversight. The Chairman’s guidance was to stay positive and focus on the mission. The Board took the first step, pledging $90,000 as a Matching Challenge for the 2020 annual campaign. Even with the Board's pledge, OAR faced difficult decisions. We reduced the number of research studies we would fund by two., and we implemented a one-year pay freeze for the staff. With the cancellation of the fall races, the RUN FOR AUTISM program was dead in the water. We immediately created two new events. First, COVID-19 forced OAR to reschedule our 5K. Then, it forced us to go fully virtual. It was a resounding success with more than 500 runners in 24 states raising more than $60,000. OAR also introduced an Endurance Challenge to engage runners whose races were cancelled. It raised more than $25,000.
Innovations the organization intends to continue permanently after the pandemic:
Thanks to the staff's performance, we have adopted a hybrid work model of three days in the office; two remote for all staff. We will definitely continue the Virtual 5K and combine it with the local 5K in April 2022. And like many charities, businesses, and schools, we will use virtual conferencing and meetings to a much greater extent.
Not Currently Scored
Organization for Autism Research cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Organization for Autism Research reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Information
Spent in most recent FY
Percent of program expenses
Research
Spent in most recent FY
Percent of program expenses
Education
Organization for Autism Research has earned a 99% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
We serve self-advocates and families, caregivers, and educators of autistic individuals.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Suggestion box/email
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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
It provides a better understanding of what the community needs and how we can serve them.
What challenges does your organization face in collecting feedback from the people you serve?
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 get honest feedback from our clients
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
From its start, our organization has used person first language to refer to the autism community. However, we recently released a survey asking the community their preference on language. Due to the results of this survey, we have updated our policy to not only use person-first language. We now use identity-first language where appropriate.
Equity Practices - Data Available - 98/100 ptsEquity Practices - Data Available - 98/100 pts
70% of beacon score
This organization's score of 98 is a passing score. The organization reported that it is implementing 10 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (4/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (6/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Organization for Autism Research has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
OAR’s mission is “to apply research to the challenges of autism.” It’s that simple, and the ultimate goal – making a lasting impact on the lives of autistic children and adults– inspires us every day. To that end, OAR has four mission areas: research, information, education, and community impact. Research includes the work of the Scientific Council as it oversees OAR's research program. Information centers around the website, which offers information about OAR’s research and free access to OAR's array of resources to include the Life Journey through Autism series and the “Kit for Kids" Peer Education and Acceptance Program. Education extends to outreach activities and the OAR Scholarship program for autistic students pursuing college degrees, vocational training, or life skills programs. Community Impact includes the “Autism in the Schoolhouse” initiative and the Hire Autism adult employment initiative, major programs with potential to offer long term benefit and impact.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
OAR was founded in December 2001 by seven individuals whose lives and families had been impacted by autism. Together the founders shared a common vision and set out on a singular mission - to apply science to the daily challenges that autism presents to autistic individuals, their families, teachers, and caregivers. OAR takes pride in its many accomplishments and contributions while maintaining a focus on excellence in research and evidence-based practice. OAR envisions a future in which the collaborative efforts of many individuals lead to global acceptance of autism and a world that values potential and abilities over deficits and disabilities. To that end, OAR will serve as a force of good using research findings and lessons from best practices to empower and support parents of autistic children and enable autistic children and adults to thrive in schools, communities, and workplaces.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Improve employment opportunities for autistic people. Current estimates say that up to 80% of eligible autistic individuals are un- or under-employed. Our Hire Autism program is changing that.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Plant the seeds of life-long friendship. Continue to develop programs to educate typical peers about autism and their autistic peers through our Kit for Kids program and Friendship initiative.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Apply research and scientific examination to the challenges of autism in the home, schools, community, and workplace in pursuit of the most positive life outcomes for autistic persons of all ages.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Our leadership development efforts focus on the staff. In the last 18 months: We discuss professional development with each staff member during annual reviews. It helps gauge their interests and aspirations and match them with OAR's goals. We have had had the staff report during three Scientific Council and Board meetings. Previously they provided input to the Executive Director's report. Have them report directly gave them the experience of presenting at higher levels and strengthened connections between the Board and staff. For individual development, one person earned a Certificate in Project Management from Georgetown University's School of Continuing Studies , a goal she had shared during annual reviews. OAR's Deputy Executive Director attended a state-of-the-art fundraising conference that gave her access to information useful to her role with OAR. Another employee attended the Peer to Peer Fundraising conference in Atlanta to help prepare him or a larger fundraising role.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
OAR has partnered with many organizations since 2001. Today our most important partnerships are with 207 private sector companies from across the U.S., who are partners in the Hire Autism program. OAR informs and influences the community through its webinar program and the professional activities of the Scientific Council. Webinars feature subject matter experts on topics of interest to the autism community, and the Scientific Council members present at conferences and workshops across the country. We help teach acceptance and appreciation of autistic children through the Kit for Kids Peer Education Program (K-8 schools). It requires us to be flexible to the varying needs of the many schools we work with. In October 2020, we turned a fundraising position into a marketing position to address a need and make better use of personnel. Through that person's efforts in marketing and social media, we have seen impressive results that have greatly enhanced OAR's visibility and success.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
COVID sigificantly impacted OAR’s operations, some of the ongoing research, and fundraising. Like businesses across the U.S., OAR went to remote work in March 2020. We returned in June 2021 adopting a hybrid schedule until Omicron forced us back to remote work in January 2022. In March 2022, we returned to the hybrid schedule. The staff has done an excellent job of adapting and keeping programs and activities on schedule. Research studies often require the participation of autistic children and adults. Due to COVID restrictions, several OAR researchers could not access their intended participants, and had to extend or moved to a virtual format. OAR has approved those extensions and changes. COVID led to the cancellation of the Chairman’s Dinner, which raises $150,000 annually. It impacted the RUN FOR AUTISM program even more with the cancellation of six major events, including the London, Chicago, New York City and Marine Corps Marathons in 2020. The leadership team held monthly meetings to monitor finances, business operations, and the longer-term implications on OAR’s programs and operations. They identified a shortfall of almost $350,000 for the fiscal year (July 1, 2020 – June 30, 2021). The Board responded first. After a series of calls and briefings on OAR’s projected financial status, the Board members collectively pledged $92,000 as a Matching Challenge for the end-of-year campaign. Even with that pledge, OAR still faced difficult decisions. We cut two studies from the research plan for 2021, which combined with a revised grant payment schedule reduced the projected deficit by $110,000 more. With the RUN FOR AUTISM program effectively shut down, OAR adapted by converting its local 5K race to a virtual, national event, tripling the original fundraising goal. OAR repeated that success in 2021. We also introduced an Endurance Challenge to engage runners whose races were cancelled and offer an alternative for the everyday walker and runner.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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