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Greenville SC | IRS ruling year: 1994 | EIN: 57-0988275
The Center for Developmental Services (CDS) is a 501(c)3 organization that serves over 9,300 children and individuals each year with special needs, disabilities, and ... (More)
The Center for Developmental Services (CDS) is a 501(c)3 organization that serves over 9,300 children and individuals each year with special needs, disabilities, and developmental delays. Whether a child comes to us right out of the hospital from being born prematurely, or is introduced to our services after a diagnosis in their teens, we are here for them. In one location, children can receive developmental screenings, diagnosis, therapy (occupational, physical, speech), audiology, psychology, prosthetics, orthotics, early intervention, medically fragile day care, legal aid, care planning, and family support. Founded in March 2000, the CDS partnership serves children from all over the upstate of South Carolina. (Less)
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
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|
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.
|Rating Version: 2.0|
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Center for Developmental Services is outdated and the overall rating may not be representative of its current operations.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.
Center for Developmental Services has earned a 95% 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 2020, which is the most recent Form 990 currently available to us.Learn more
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:
|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.
|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)|
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)
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
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
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
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
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
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
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
Dana McConnell, Executive Director
$84,975 (3.86% 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
Erection or maintenance of public building or works (BMF activity code: 915)
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)
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 (Center for Developmental Services) or EIN (570988275) 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.
Center for Developmental Services reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
Our largest fundraising event was cancelled and migrated to on-line crowdfunding. This helped, but still didn't raise the full operational dollars we needed that are usually generated by the in-person event. Additionally, half of our program funding comes from Medicaid through case management. When we restricted from visiting our clients in person, our revenue billing took a significant hit. Then finally, we lost some long-time supporters and donors to the pandemic. Their loss of friendship and advocacy has been the most difficult to bear.
How COVID-19 impacted the organization's delivery of programs:
CDS is fortunate to have a strong partner and ally with Prisma Health. Through their guidance, we were able to keep our doors open through the pandemic in continuing to serve children and families who need us while protecting their safety. We did restrict the number of siblings allowed in our lobby, and had to remove the toys that the children enjoy, but those measures helped to contain the virus and prevent it's spread.
How this organization adapted to changing conditions caused by COVID-19:
Our team was incredible in complying with the changing conditions as mandated by either the CDC, DHEC, or health care providers. They were quick to mask, help us disinfect areas, socially distance around the break rooms & copiers, and step in to screen patients. Many positions were also able to work remotely, and the staff kept their productivity up with little supervision.
Innovations the organization intends to continue permanently after the pandemic:
The option to work remotely for certain positions is one change that we plan to keep in place permanently. We also value the importance of self-care and maintaining a sustainable work-life balance. The pandemic added stress to all of our roles, so managing that stress has become a priority.
Not Currently Scored
Center for Developmental Services 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.
Center for Developmental Services reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Center for Developmental Services has earned a 100% 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
100% 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.
CDS serves over 9,300 individuals in the Upstate with any suspected or identified developmental delay or disability, as well as their families (another 10,000+ people including parents and siblings). Our clients are primarily young children (82% are 0-11 years old), although we also serve older children and adults. Some children come to CDS for a one-time evaluation for a problem such as a speech delay or a learning difficulty, while others come several times a week for years to address life-long conditions such as cerebral palsy and autism. The families of these children are our clients too, as they spend many hours in our facility and receive support from trained staff and volunteers as it is needed.
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), Case management notes, Constituent (client or resident, etc.) advisory committees
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 funders, 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?
As CDS has grown over the years, we continue to listen to those we serve, including our partners, our staff, and our clients. For example, one of the Lunch and Learns we host is a coalition of self-advocates, service providers, families, caregivers, and professionals. This provides CDS partners and staff the opportunity to hear, first-hand, the needs in our community and whether there are any changes in referral processes, how long the waiting lists are at various facilities, which resources are responsive to clients, or what organizations are expanding services. This feedback has improved our service delivery and given our clients a voice at the table.
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, It is difficult to find the ongoing funding to support feedback collection
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
A few years ago, one parent was visibly frustrated in our lobby as she was going over spelling words with her child who was not in therapy. A CDS staff member asked if we could help with the spelling homework, and that sparked our now-popular homework help and tutoring program offered during the spring and fall semesters. More recently, suggestions like adding parking space numbers and having clients text upon arrival have been implemented in response to COVID-19 concerns. These temporary improvements will be evaluated for continued relevance to the client experience in the future.
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Center for Developmental Services 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.Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Our mission is to make caring for children with delays and disabilities easier and more effective by linking medical and support services in a single location.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Our vision is to be a connected network of providers, partners, and families who share a common purpose to support children and individuals with developmental needs.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Continuously evaluate and use data and feedback to improve systems, processes, and services
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Leverage marketing and communication efforts to drive awareness, advocacy, and action
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Strengthen and diversify resource development efforts
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
CDS values leadership development, and we actively seek these opportunities for our team. We rotate staff to share the experience and participation in the following leadership programs: Leadership Greenville: a 10-month intensive experience where class members network with people in diverse circles, increasing their capacity to influence change and innovate the way we do business. Opportunity Greenville: a 5-week program that guides participants through the inner workings of our economy, government, culture and history from local leaders and decision makers. Riley Institute DLI: a highly interactive program that equips leaders with the tools and perspectives needed to leverage diversity as a way to improve organizational outcomes and drive social and economic progress in South Carolina. Executive Leadership Academy: an 11-month program with peers across the state that introduce mid-level managers to organizational finance, strategic planning, marketing, program development, & HR.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
CDS collaborates with several organizations in our local and state networks to help elevate our issues and strengthen our service sector. One organization is the SC Human Services Providers Association (SCHSPA) that is made up of 53 disability providers contracted to perform services through DDSN. We meet monthly to address quality or client safety issues, share ideas and concerns, and discuss positions we need to take as a sector on pending policy legislation. We also invest significant time in the local Greenville Nonprofit Alliance and the state-wide Together SC. Both of these organizations provide training and capacity for nonprofits. CDS staff have developed presentations and programs at these trainings to raise the collective knowledge among our network. Topics include financial budgeting, mentorship for new leaders, and the legal requirements of a nonprofit. We have also taken on leadership roles within these organiations.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
As the pandemic made it evident that the business world was shutting down, we knew that the children and individuals we serve still needed services. Our partners, staff and leadership made a commitment to stay open so that progress toward milestones like hearing, speaking, or walking would not be delayed further in our clients' young lives. Our referral meetings that couldn't be in person were quickly moved on-line. Safeguards like masks, plexiglass, and additional hand sanitizing stations were placed throughout the facility. Employees began working remotely if their positions could support that. We also shifted priorities as needed to ensure that everyone had a disinfection rotation in wiping down all commonly touched surfaces. It was an incredible effort in teamwork that made our staff, clients, and services safer.