Transparència

The highest governing body of the Foundation is the Board of Trustees. Its members perform their duties on a voluntary and unpaid basis.

The Board of Trustees meets in ordinary session at least once a year, within six months following the end of the financial year, in order to review and approve the annual documents required by law. It also meets whenever necessary to deliberate and adopt resolutions on matters within its authority, when convened by the President or when requested by at least one quarter of its members.

To prevent conflicts of interest, the Foundation’s bylaws establish that “members of the Board of Trustees shall refrain from participating in any business or financial activities that could compromise the objectivity of the Foundation’s management. They may not participate in companies established or owned by the Foundation, nor enter into, without prior authorization from the Protectorate, contracts for the purchase or lease of real estate or high-value movable assets, or loan agreements with the Foundation. Furthermore, for one year following the end of their term, former members of the Board of Trustees may not provide paid services to companies or private entities in which the Foundation holds a stake.”

The position of General Director is appointed by the Board of Trustees upon proposal of the President and is responsible for the Foundation’s general management and day-to-day operations, as well as for implementing the resolutions of the Board of Trustees as assigned by the bylaws or delegated by the Board. The General Director is granted a limited delegation of powers by the Board, enabling representation of the Foundation in administrative procedures, the application for and management of projects and grants, and the oversight of treasury matters. This position is remunerated.

1. Add economic standards to the Balanced Scorecard toward which indicators must move in order to achieve sustainability.

Consolidate the Balanced Scorecard as a tool for financial management and budgetary control, ensuring that the Executive Committee is aware of deviations and corrective action proposals.

Define the indicators to be monitored.

Set the economic benchmark standards for those indicators.

Establish periodic analyses comparing actual data with standards and issue recommendations to correct deviations.

2. Review internal procedures involving decision-making processes.

Ensure that all decisions include economic impact and budget approval as essential factors.

Assess short- and long-term financial impact.

Establish deviation approval systems aligned with the Strategic Plan.

3. Create a comprehensive Balanced Scorecard including performance and financial indicators.

Define performance indicators for admission, service duration, and discharge processes.

Configure the CRM to automatically generate performance reports.

Integrate performance and financial reports validated by the Finance Department.

4. Develop legacy and bequest fundraising through all possible channels.

Include this collaboration option on the website.

Produce printed outreach materials.

Create a specific campaign.

5. Open innovation and idea lab spaces.

Encourage team participation in fundraising initiatives.

Establish internal communication and participation channels.

Create a virtual space for suggestions and proposals.

6. Implement crowdfunding for specific service projects.

Define editorial or literary projects linked to publications.

Strengthen the #Talents editorial collection.

7. Implement a CRM system to improve communication, monitoring, and profitability control.

Promote the Foundation’s overall digital transformation.

Improve both external and internal relationships.

Replace the current database to reorganize and streamline service management.

8. Design a complementary compensation system based on the achievement of financial objectives.

Conduct an initial compensation diagnosis.

Carry out an internal compensation audit.

Define the compensation model and establish a job evaluation committee.

Create a system that sets objectives and motivates employees.

9. Increase private corporate participation according to the new fundraising strategy.

Use the CRM as an integrating tool for all companies.

Coordinate joint prospecting and needs detection efforts.

10. Develop a Communication Plan based on Human Rights principles.

Adopt a pedagogical approach with active participation from representatives.

11. Awareness-raising plan on Human Rights and the Convention.

Mainstream the Human Rights approach across Training, Communication, and Fundraising plans.

Coordinate and schedule actions to reinforce a unified message.

12. Identify and promote role models with Down syndrome.

Validate an onboarding and support program for personal projects.

Provide training, guidance, cognitive support, and representation.

Coordinate with new inclusive initiatives.

13. Promote participation of people with Down syndrome/intellectual disabilities across Foundation areas.

Define specific actions, responsible persons, and timelines.

14. Establish national and international synergies with other organizations.

Review current alliances and explore new partnerships.

Strengthen European cooperation and translate key reference documents.

15. Transparency seal and social responsibility including environmental and social impact.

Ensure compliance with Transparency Law requirements.

Update publicly available website information and create maintenance procedures.

Promote environmental and social impact initiatives.

16. Gender perspective and Equality Plan.

Implement actions established in the Equality Plan.

Create an anti-harassment committee and define an action protocol.

Integrate gender perspective into procedures, materials, and activities.

17. ISO 9001:2015 certification and regulatory compliance.

Prepare ISO audits for all services.

Prepare regulatory compliance audits.

18. Create a comprehensive training plan for users, families, and professionals.

Schedule training sessions and webinars.

Include representatives as trainers within the plan.

Deliver internal training on Human Rights and the Convention.

19. Design and implement a new healthcare service model.

Redefine services, procedures, and health plans.

Create dashboards and health promotion plans.

20. Design and implement a new family support model.

Differentiate services and define social intervention procedures.

Create a dashboard and needs coverage plan.

21. Create a more inclusive volunteer service.

Promote social inclusion and cognitive accessibility.

Increase participation of people with intellectual disabilities/Down syndrome.

Hold an annual volunteer meeting.

22. Design onboarding materials for new employees.

Develop an onboarding plan and handbook to facilitate effective integration.

We understand that providing information about the actual cost of the activities and services carried out by the Foundation is also a good transparency practice. Therefore, regardless of the final price established, the Foundation will always inform users of the total cost of the activity.

The pricing of activities and services will be established taking into account the actual cost of the activity, deducting, where applicable, any specific or recurring subsidies received from Public Administrations or donations from private companies for that activity.

In certain cases, and for those activities that the Foundation considers to be a priority or of particular importance, with the aim of allowing as many people as possible to benefit from them, the established price may be lower than the total cost, regardless of whether the activity receives subsidies or not.

Fee Reductions

The Foundation may reduce the resulting fee for activities for those families and users who meet certain financial requirements. Please check the conditions to access these reductions here.

If you believe you may be eligible, please send an email to [email protected] including the following information and documentation:

– Full name of the user
– Contact email address
– Landline and mobile phone number
– DNI or NIE of the user
– Number of siblings under the age of 25 currently attending university studies

Documentation to attach:

– Updated certificate of residence for the household
– Disability certificate of other household members (apart from the user)
– Previous year’s income tax return for all household members
– Certificate of any other benefits received by all household members

NIF FCSD