special olympics international 2012 master planmedia.specialolympics.org/.../2012masterplan.pdf ·...

Special Olympics

International

2012 Master Plan

Setting the Pace Implementation and Action

Final February 2012

Special Olympics 2012 Master Plan 2 February 2012

MASTER PLAN OUTLINE

Contents

Executive Summary …………………………………………………………………………………………………………………….… 3 Strategic Plan: Our Year 2 Deliverables……….. ……………………………………………………………………………..7-10 Advance Quality Sports & Competitions Build Communities Connect Fans & Funds Develop Movement leadership Establish Sustainable Capabilities Priority Initiatives for 2012 …….………………………………………………………………………………………………….11-13 Summaries of Headquarters Division Plans ……………………………………………………………………………….14-19

Sports & Competitions Community Impact Marketing & Development Strategic Properties Core Services

Summaries of the Regional Plans ……………………………………………………………………………………………. 20-27 Africa Asia-Pacific East Asia Europe & Eurasia Latin America Middle East & North Africa North America Financial Summary ………………………………………………………………………………………………………………… 28-30 Concluding Remarks …………………………………………………………………………………………………………………… 31


EXECUTIVE SUMMARY

A quick reflection on 2011…some highlights:

Launched Strategic Plan (Year 1) with distinction across the Movement: At the end of 2010, the SOI Board formally approved the Strategic Plan. A large part of our focus this year was to ensure that Special Olympics Programs in each Region adopted and aligned around our strategic framework, setting an ambitious target that at least 30% of our Programs around the world would have a plan. It is gratifying to report that through the dedication and commitment of our Regions and OD staff, we far exceeded that amount. We also chartered more than twenty cross-functional initiative teams across the three mission-driving pillars of Sports and Competition, Communities, and Fans and Funds, leaving us much better positioned to execute our plans and achieve our objectives in 2012.

Delivered against our core mission priorities around Sports, Communities and Fans & Funds: As we aligned our plans internally and with Programs, we also launched the meaningful implementation of our Strategic Plan, as the following examples demonstrate: ADVANCE SPORTS & COMPETITIONS

We signed agreements with the International Ten Pin Bowling, Powerlifting and Floorball Federations, along with European Athletics and the European Gymnastics Union

We successfully delivered on the first year of Annenberg funding, supporting coaching excellence by developing educational resources, updating sport guides and building sports partnerships

We continued to expand our sports offerings, evidenced by SONA’s inaugural Regional softball competition and pilot testing of the Michael Phelps Foundation im Swim Program

We expanded proven concepts such as European Basketball Week, which grew 12% during 2011

Unified Sports gained significant traction – SO Africa, for example, recruited 998 new Unified athletes and 866 new Unified partners, while SOEA held Unified Snowboarding and Beach Volleyball camps in China. SO Bharat also held a Unified sporting event in India that included 40,000 participants

We began to realize the huge potential in football, epitomized by the COPA AMERICA Unified Football Tournament in Paraguay. Meanwhile, SOEE’s Football Week expanded to over 45,000 participants. SO China, which recently introduced Football Week, increased athlete participation to 4,500

Athlete growth and coach training remain at the core of our efforts – 11, 971 new athletes were recruited in Africa alone, where we also introduced a new advanced coaches program

BUILD COMMUNITIES

We conducted a meeting of the Global ALPs Task Force, which resulted in a redesign of the ALPs Program. ALPs Universities were endorsed as a priority, and we delivered Universities in SOA, SOAP and Eastern US

We continued to push our education activities; SONA made presentations to over 20,000 education conference attendees, and recruited 10 additional universities and colleges

We took our first steps on our Youth initiative, such as the first-ever Youth Forum presentation at the European Parliament and the establishment of Regional Youth Committees in SOLA and SOEE

Our Young Athletes initiative saw much progress with introduction of Young Athletes into new Programs such as Senegal and Tanzania in Africa

There were 764 Healthy Athletes screenings in 2011, including 7 events in 4 new Healthy Athletes screening countries. Encouragingly, our aim of self-sustainability is already taking hold – for example, India funded 40 of 44 health screenings, and Thailand and Pakistan self funded all screenings

We expanded our engagement with influential organizations, such as UNICEF in Africa the Government of Vietnam and the Peace Corps


CONNECT FANS & FUNDS

We took important steps towards our 2X revenue goal, such as new partnerships with Coca-Cola and P&G, the launch of our integrated direct marketing initiative (incorporating direct marketing, telephone and online fundraising for the first time), the Lane Project UNIFY grant, SOEA raising $450,000 at their annual gala, and multi-year partnerships with Essilor ($3m) and Safilo (+$6m)

We aligned the Special Olympics brand and sub-brands and developed a 2012 Marketing Plan, which will provide us with a strong brand model and clean visual identity and help us leverage all of our assets to create awareness, deepen understanding, increase engagement and drive revenue

151 Programs participated in EKS Day, a 50% increase over 2011. SO China showed the way with activities in 15 Universities, and a Team Mattel Sports Day with 800 participants

We focused on communicating with our constituents in their own language, forming partnerships with Lionbridge and Rosetta Foundation for translation services

We also made great strides in recruiting high profile champions of Special Olympics, with the announcement of Princess Charlene Wittstock and Michael Phelps as new Global Ambassadors

Similar progress was made in leveraging football to highlight Special Olympics – football legends Dani Alves, Romario and Zico became Global Football Ambassadors, and we signed a three-year Global Agreement with SOCCEREX, the world’s largest gathering of football leaders

Hosted first-class World Summer Games: The strides we made in bringing our strategy to life reached a pinnacle in Athens. Despite the formidable challenges posed by Europe’s economic climate, we successfully held a high quality World Summer Games, surpassing many of our strategic goals, especially with our guest management program and legacy efforts throughout Europe. We also learned some important lessons around Games operations that we will apply immediately to our plans for Korea and LA.

Invested in critical capacity: Many of our 2011 efforts were made possible because of our commitment to capacity-building in key areas. We successfully recruited and filled more than 40 positions globally, many of these in Marketing and Development, but talent remains a critical area of focus for us.

Looking towards 2012, some key challenges and imperatives persist… we must drive:

Brand essence throughout the Movement, connecting at the grassroots level: We need to equip people throughout our Movement with tools to better convey our core messages, mission, vision, and programs of Special Olympics. We are still too fragmented and undisciplined in the way we talk about Special Olympics. This will start with our own SOI Staff.

Program quality growth: We are committed more than ever to ensuring that all Programs have support to meet our high expectations and achieve our ambitious plans for driving mission-centered growth and quality goals.

Online and digital innovation in Sports: We believe that we have huge opportunity to introduce a set of online tools to better empower and support athletes and coaches and to help realize our principle of individual growth and achievement.

Greater scale and impact with Communities initiatives: Our strategic plan set bold growth goals for some key non-sport initiatives, acknowledging the role they play in our future. Our challenge is to re-package and re-imagine many of these initiatives in a manner that dramatically increases the pace and scale of implementation and impact – across Families/Young Athletes, Youth/Project UNIFY, Health, and ALPS.

Impact and legacy with Games: We are still overcoming perceptions of the role and impact of large Games. We must work differently in collaborating with our GOC partners, especially in the area of fundraising. We must be stronger about our expectations around the athlete experience. And we must improve fan engagement at Games.


Greater revenue and stronger financials: While always important, we have an intensified focus this year given the amount of investment we have made in recent years. We must deliver a more robust pipeline of revenue across more diverse channels, for SOI and for the Movement overall. We also need to apply more rigor to developing our business cases and to reporting quantitative results and progress. Lastly, all of us must manage expenses much more carefully, finding savings wherever we can to ensure that we are deploying resources against mission-critical initiatives.

…And require of ourselves a new level of operational excellence and focus For the second year running, we have built a deficit into our budget to fund our strategy. We can view this in two different ways. On one hand, this is a very strong signal of our Board’s commitment – they believe in and are willing to continue to invest behind our Strategic Plan. On the other hand, the time to drive stronger results is now; it is clearly up to us to deliver against these high expectations. Over the past couple of years, we have been given the opportunity to step back, envision and put in place the right plans and attendant activities that will more effectively drive the Movement forward. As such, 2012 must be viewed as a seminal year—we must implement with energy, showing real results and demonstrable progress, evidence that all of our planning and capability building efforts are coming to fruition. We have to become even more aligned and connected as a team. This will require that we:

Drive deeper cross-functional integration and alignment, removing silos and the hindrances they bring;

Enhance the level and quality of interaction within SOI and between SOI and the SO Programs;

Become more donor-centric in how we develop proposals and packages to ensure that we deliver strong outcomes and value propositions and provide a financial accounting of each gift;

While maintaining our strong awareness in the US and Canada, begin to leverage global corporate partners to benchmark and increase our awareness in other developing markets;

Utilize a multi-channel marketing and development approach to create campaigns and communications around our four platforms that will deepen understanding of our brand.

…So what is different about 2012? Our Strategic Plan continues to serve as our common agenda for action and change, and this year’s master plan begins by highlighting our key deliverables from a Pillar perspective. Building on this platform, we have heard from a number of you that you want even more clarity about the high priorities for execution this year from within the strategic plan and how we can better focus on the most fertile opportunities together. We have also heard from a number of you regarding the need for a stronger marketing and development plan that clearly packages much of the work that we do in more compelling ways to donors, partners and key constituents. We believe that we can address those by introducing two new concepts into our efforts: 1. Priority Initiatives – key areas we will focus on to drive cross-functional integration and strong results. 2. “Go to Market Approach” – a universal approach that includes a Marketing Plan and a set of Activation Platforms that encompass all of our activities.


2012 Priority Initiatives The current slate of 2012 initiatives embedded in HQ Division and Region plans is extensive. To be able to effectively sort from this list, we evaluated some factors such as relative levels of integration required, importance to the strategic plan, potential for fundraising, and immediacy needed. From this, we developed a list 10 Priority Initiatives for 2012:

1. Online Sports Community 2. 2013 SO World Winter Games

3. Global Football 4. Families/Young Athletes

5. Health 6. Program Quality

7. Project UNIFY 8. Branding

9. Unified Sports 10. Digital Marketing

We believe that this list represents the areas that we can focus on during 2012 to make the biggest long-term difference to our Movement, and pave the way for success in future years of our strategic plan. …Framed around a strong “Go to Market Approach” As we expand our development efforts into working with major funders that require multi-year plans and budgets, it also requires us to develop our Program and initiative plans in a deeper and more comprehensive way that can be sold and delivered on. Our “go-to-market” approach and associated annual marketing plan are geared around four activation platforms – Sports, Health, Education, and Communities. Virtually all of our work will support and be “tucked under” these platforms to magnify its impact. …Executed through strong operational plans within each HQ Division and Region. As we have done in prior years, we outline 2012 Goals and Actions by HQ Division and by Region. This provides both a functional perspective as well as a regional perspective. Where appropriate, we have tried to connect goals and actions directly to the strategic plan framework. We acknowledge upfront that there is “other” work that is not explicitly called out in the strategic plan – work that is a critical part of the core operations of what we do. Again, where relevant, we tried to capture that here. In the final couple of sections, we provide a budget narrative and some key summary financials. We also provide further detail around the Priority Initiatives.


CONNECTING TO STRATEGIC PLAN 2011-15: YEAR 2 SUMMARY

Our strategic plan was the outcome of extensive consultation, collaboration and careful analysis of what our movement needs to achieve for continued growth and improvements in the quality our athletes’ experiences. We owe it to all in our movement to stay true to what we said we would do. As we set forth each year with new plans and targets it is vital that we ground them in the Strategic Pillars that provide the framework for our strategy. While each of us has a defined role and contribution within our own teams, the Pillars provide an integrated perspective and clear targets on which we must stay focused. The following Pillar summaries serve to remind us of the targets we set ourselves, and highlight the important steps we will take during 2012 to move closer to reaching our goals. They align with the Division and Regional summaries that follow and provide a deeper insight into what we will do this year and how it will be measured at year-end.

STRATEGIC PILLAR: ADVANCE QUALITY SPORTS & COMPETITIONS

2015 TARGETS & MEASURES 2012 DELIVERABLES

Overall Grow Special Olympics participation to 5.3 million athletes

Athlete numbers increased to 4.2 million athletes

Build an Athlete Sports Development Model to Recruit, Challenge, and Retain All Athletes

Every athlete is offered at least two training opportunities per week, at least one of which is coach-supervised, for a minimum of 10 weeks per sport,

1 with every training

opportunity being at least 1 - 1 ½ hours in duration.

30% of athletes will register and participate in a comprehensive Personal Sports and Skill Development program that emphasizes personal excellence and lifelong passion for health and fitness as a way of life

Athlete Development Model created and ready for pilot

Personal Sports and Skill Development Program created and ready for pilot

Enhance Games and Competition Model and Management

All Special Olympics athletes have the opportunity to participate in more than one Game and/or competition every three months

Games and Competition Standards of Excellence Matrix developed

Common Games and Competition practices in Programs documented

Expand Coaching Excellence

Decrease the athlete to coach ratio to 10:1 by recruiting 286,000 new coaches

Increase number of certified coaches and administrators from 244,000 to 530,000 and ensure that all coaches can attend a professional development program every other year

Ensure that 60% of Programs have access to sport governing bodies, sports-specific education and coach certification courses

Movement-wide growth to 280,000 coaches

Strategy in place for development of an Online Sports Academy

Coach Development Model pilot in place in three SO Programs

Accelerate Unified Sports and Inclusive Opportunities

Define Unified Sports and build consensus around this definition

Require evidence of at least one type of Unified Sports inclusive programming in every Program worldwide

Definitions of Unified Sports options completed

Training/marketing materials on agreed new Unified Sports options in place and available online

1 With consideration for parameters of each sport (i.e. for winter sports with shorter cycles)


STRATEGIC PILLAR: BUILD COMMUNITIES


Overall 90% of Programs in each Region meet at least one target in each of the Athlete Leadership, Family involvement, Young Athlete, Activate Youth and Influential Leaders initiatives.

60% of Programs in each Region meet all Program-relevant targets in each of the Athlete Leadership, Family involvement, Young Athlete, Activate Youth and Influential Leaders initiatives.

20% of Programs meet at least one target in Athlete Leadership, Health, and Families.

15% of Programs meet all Program relevant targets in Athlete Leadership, Health, and Families.

Grow and Equip Athletes in Leadership Positions

Ensure that 150,000 ALPs qualified athletes from all Programs are serving in meaningful leadership roles at different levels in their Programs

At least 3 ALPs Universities.

Initial ALPs leadership role tracking incorporated into 2012 census.

Create Trained, Empowered, and Involved Families at All Levels

Guarantee that every Program and sub-Program have recruited and trained a minimum of two family members as community builders who are actively involved in at least one of many leadership categories

Expand the reach of the Young Athletes Program by 100% in each Region

Tool-kit prepared for Family Engagement, e-Library of best practices, and staff training.

Young Athletes participation expanded to 65,000

Activate Youth at All Levels of Our Movement

Develop a baseline and then triple the number of youth participating in recreational and competitive Unified Sports

Reach goal of having 20% of all volunteers (280,000) as youth between the ages of 12-25

All Boards of Directors, including the SOI Board, demonstrate a successful protocol for hearing from, engaging, and responding to youth at the Program leadership and Board level

70,000 Volunteers are Youth ages 12-25

Youth engagement models defined with two pilot programs in each Region.

Improve Athlete Health and Well-Being

50% of Programs that have been conducting Healthy Athletes for five or more years will secure at least 50% of the cash costs associated with their screening events, and 25% of Healthy Athletes events will take place without funding from SOI’s HA grants

A minimum of 20 new countries will offer Healthy Athletes for the first time

Worldwide, a minimum of 60% of athletes competing at any event where Healthy Athletes is offered will participate in Healthy Athlete screenings

50% of Programs conducting HA for five years or more securing at least 50% of cash costs; 25% taking place without SOI grants.

Four new countries offering HA.

40% of athletes participate in HA screenings where it is offered.

Engage Influential Leaders and Organizations

Each Program will engage at least one influential leader and/or organization

2 to support the realization of the

Special Olympics’ vision and share its progress at Regional, global or online forums

Survey completed to establish a baseline for Program involvement of influential leaders/ organizations.

Best practice resource distributed.

2 Such as governments, multinational institutions, religious organizations, and a wide range of other entities


STRATEGIC PILLAR: CONNECT FANS & FUNDS


Overall Double Special Olympics operating revenues across the Movement

Manage the Special Olympics brand so that all strategic properties, initiatives, and campaigns as well as 75% of Accredited Programs support a Movement-wide brand standard

$63m raised in Private sector funding

$39m operating funds raised

Grow our Current Sources of Revenue

At least 50% of Programs will have diversified funding to the level that no single revenue source represents over 30% of annual revenue

40% of Programs will participate in an integrated campaign for major or strategic gifts

Revenue from the Torch Run will grow by 45% with $3.5M of new revenue coming from an increase in the utilization of the Torch Run outside of North America

The World and Regional Games will create a lasting financial surplus legacy for host, Programs and SOI

$40.55m in Integrated Direct Response Marketing

$4.6m from individuals and foundations

$13m through Corporate Partnerships

LETR grown to $44.7 million (+8% overall, +$300,000 outside of NA).

LETR expanded: 10 new Programs.

50% increase in AVSC revenue.

Build New Sources of Revenue

Select at least one new or underdeveloped revenue stream in each Program and invest in it sufficiently to contribute at least 15% of each Program’s revenue

Assist Programs in raising grant dollars from foundations and governments to support Program operations, to a level four times the Movement-wide current baseline

2 new sources of funding for the International LETR Conference and 1 new LETR corporate funder.

Bequests and Estate Gifts prospects increased by 700 for a total of 100 Champion Society members.

Build a Stronger Global Brand

Manage the global brand so that strategic properties, initiatives, and campaigns as well as 75% of Programs support an organization-wide brand standard

Two international markets identified for benchmarking and significant awareness increase.

One multi-faceted, multimedia mini-campaign focused on one of the brand platforms.

Finalize Brand guidelines and an activation plan across Regions.

Create a Stronger Community of Support

Register 750,000 fans on an active Special Olympics social network that builds a stronger Special Olympics community for athletes, families, volunteers, and other key stakeholders

Four LETR conferences outside of North America.

Meaningful engagements through social media, websites and e-communications increased by 30%.

90% Programs involved in EKS Day.


STRATEGIC PILLAR: DEVELOP MOVEMENT LEADERSHIP


Overall 25% of Programs have multi-year strategic plans

100% of Programs have annual operating plans and budgets that include leadership development components

10% of Programs with multi-year strategic plans

75% of Programs have annual operating plans and budgets

Develop Leadership Strength and Depth

75% of Accredited Programs have a Board Chair and a Program Director/CEO who have benefited from formal Special Olympics training opportunities designed to further develop leadership skills

Leadership training needs analysis conducted

Preliminary Leadership Development Framework developed

Define, Track, and Measure Success

100% of Special Olympics Accredited Programs self-report annually against key metrics of operational effectiveness and financial sustainability

50% of Accredited Programs participate in biannual review of programmatic activities, with at least 70% of reviewed Programs demonstrating progress by 2015

Program quality standards, incorporating key metrics of operational effectiveness and financial sustainability, complete and ready to pilot

Recognize and Share Achievements

100% of Accredited Programs have opportunities to recognize innovations, individual and team achievements and best practices through participation in a uniform global recognition system

Program recognition system signed off and ready for launch in 2013

Ensure Understanding and Application of General Rules

New edition of Special Olympics General Rules adopted by SOI Board in support of 2011-2015 Strategic Plan

90% of Applications are submitted, reviewed, and approved within the regular Accreditation cycle

New General Rules communicated via multiple channels, including opportunities for Programs to engage and understand them fully

STRATEGIC PILLAR: ESTABLISH SUSTAINABLE CAPABILITIES


Overall Reduce administrative costs by 25% from 2009 levels for SOI and provide cost savings for participating Programs

Two cost-saving shared services identified for pilot.

Leverage Global Research Partnerships

Establish Regional research user groups (including athletes), extending incrementally from two Regions in 2011 to five Regions in 2015

Establish one Center of Excellence, or university research partnership, for the Mission-Driving Pillars (Advance Quality Sports & Competition, Build Communities, and Fans & Funds)

Two funding opportunities to support research training for Project UNIFY students and/or athletes.

Center for Excellence defined in collaboration with Regions.

One additional Collaborating Center, preferably in a Region without one.

Collaborate in Shared Services Initiatives

At least 25% of Programs will take advantage of one or more shared service offerings

Pilot of two shared services established in participating Regions.

Knowledge Management and Internal Comms

Create a knowledge management system that is regularly used by at least 75% of the Programs

‘My Special Olympics’ portal Phase 1 rolled out to early adopters.

Internal comms evaluation complete.

Develop and Leverage eCRM Platform

Create an integrated eCRM System chosen for SOI and leveraged for marketing and development.


PRIORITY INITIATIVES FOR 2012

Responding to the desire for more clarity in how we prioritize our time and deploy our resources as well as reflecting the desire for more integration and collective collaboration in our work, we identified a set of 10 Priority Initiatives for 2012.

Priority Initiatives Summary Description

1. Online Sports Community

We will develop a world class online platform targeted directly to athletes, coaches and support members encompassing a set of digital tools and activities that communicates high expectations in sport, a focus on nutrition and fitness, and provides an inspirational avenue to information and rewards for grit and improvement. This will encompass the core work of our key Sports pillar initiatives – Athlete Development Model, Coaching Excellence, and Games & Competition Model. It also will integrate key Health initiatives. During 2012 we will develop our online sports academy (OSA) and a digital library of the “best of” Sports Resources, which will enable official coaching certification and as we gather coach data on a sport specific basis. It will also provide resources to educate coaches on divisioning and rules, and a range of easy-to-read training materials suited to both athletes and coaches.

2. Global Football The Special Olympics Global Football (SOGF) Program aims to build relationships and awareness in every area of the football community, from FIFA, confederations, national associations, professional clubs and their owners, players past and present, to football fans and the wider community. We will leverage the world’s most popular sport to drive participation, and build awareness of our message and revenue for the Movement. In 2012 we will increase the level of enterprise-wide collaboration around Football, synthesizing the work of our Sports and Marketing divisions with that of our Regions. Our aim is to establish a Memorandum of Understanding with FIFA and significantly increase funding for football initiatives. In the process, we will add more footballers and coaches to our ranks, and roll out best practices like SOEE Football Week and SOLA coach certification to Programs around the world. In 2012, we will also establish Regional qualifying competitions for the 2013 Unified Cup in Brazil and move towards the successful delivery of this tournament.

3. Health In addition to maintaining core operations and meeting deliverables required by existing funders, Healthy Athletes will focus on 3 core priorities: sustainability, impact, and relevance in 2012. First, we will seek to enhance sustainability by growing cash and in-kind partnership support at the Program and global levels and by developing regional training infrastructure for introducing Healthy Athletes into new Programs. Second, we will introduce follow-up care to more Programs, integrate health with families and sports programming, and increase attendance rates at Healthy Athletes events. Third, we will increase the relevance of Healthy Athletes by adding programming to address local health concerns, such as malaria.

4. Project UNIFY Project UNIFY (PU), a U.S.-based program since its inception, has proven to be a remarkably successful way to engage schools and local communities with Special Olympics. This year, we will solidify the impact of PU in the US and also accelerate growth globally. We have been fortunate to receive foundation support to accomplish this. We will grant over $5 million to U.S. state Programs who localize and innovate programming themed around the core principals of the initiative. During 2012 our aim is to have 1,700 schools involved and 2,000 new Get Into It downloads in the US. Global expansion of Project UNIFY will focus on India and 4 Programs in SOEE. We will collect data to measure the impact of the Project, particularly in the 5 international Programs as they will serve as a pilot for future roll-out.

5. Unified Sports We believe living, playing and learning Unified is integral to the future of Special Olympics.


Unified Sports is at the heart of this and in 2012, we will take Unified Sports to new levels of appeal and engagement. Within the first quarter of 2012 we will create a 3 year activation plan which will weave Unified Sports development through multiple initiatives such as Young Athletes, Camp Shriver, Youth Activation, Global Football, Unity Events and World Games in support of our goal to have inclusive sports programming in all accredited programs by 2015. The activation plan will include working with the Global Unified Sports Advisory Committee to vet broader Unified Sports program options, developing a Unified Sports grant process, updating training and marketing materials, establishing minimum standards, providing leadership training, refining data collection methods and commissioning research.

6. 2013 World Winter Games

During the 2013 Games in PyeongChang we will fully maximize new and social media to drive awareness of Special Olympics and engage people both within and outside of Korea on the importance of global development. Special Olympics and Korea's shared interests in meeting needs in the developing world will be used as a tool to address stigma and ultimately improve the lives and well-being of people with intellectual disabilities. Four key focus areas have been identified for the 2013 Games – reaching operational excellence; building communities; achieving sports excellence; and building fans and funds. In 2012 our aim is to get 90% of constituents registered on time, confirm attendance of 5-6 government leaders with global development responsibility and partner with 3-5 organizations on international development. In addition we will identify 3-5 foundations to fund youth and/or global development at $100K+, identify 3 funders at $100K+ to support the Real Sports Experience platform and recruit 3-5 new donor/sponsor prospects from Korea.

7. Families/Young Athletes

We seek to drive deeper engagement among mothers, fathers, siblings, grandparents and other extended family members with Special Olympics Programs. These family members, who serve as community builders, volunteers, coaches and advocates have a critical place in our movement. In addition, we want to focus on the significant global expansion of the number of Young Athletes to achieve our goal of doubling our numbers by 2015. We will take action in four areas to achieve these aims: resource development, expanded family support, leadership development and establishment of global standards. Specifically in 2012 we will build on best practice sharing amongst regions to develop a full toolkit and e-Library for both Programs, including staff training modules. We will initiate a Young Athlete research demonstration project across 5 regions, and seek 25% increase, on average, in the number of Young Athletes. We also want to recruit new Global Family Leaders from our Regions along with a celebrity team to highlight both programs at the 2013 World Games.

8. Program Quality We are relentless in our commitment to Program Quality and Development in our core mission areas. We must continue the focus on alignment of our Programs and their Boards with our Strategic Plan. In 2012, our aim is to work closely with Programs to ensure successful execution against their 2011 plans. Additionally, in 2012, we will strive to foster a culture of continuous improvement amongst our Programs, where the desire for improvement is a constant. We will leverage movement-wide expertise and best practice to do this, developing new generic and region-specific quality standards that showcase ways to improve our athletes’ experiences. Finally, we will introduce new tracking tools and a recognition program that keep the spotlight on our quest for Program excellence, and achieve a stronger focus on implementation of our Movement Leadership initiatives.

9. Branding We embarked upon Project Ignite, our branding project, to ensure that the re-set of the Special Olympics Brand will drive greater awareness among and deeper understanding among everyone who sees and engages with us. Through this project we will set clear direction for how the brand and all of its renditions need to consistently and powerfully


“show up” in the market place to maximize impact and brand building. Clear “rules of engagement” that drive the look, feel and tonality of the brand graphically and from a messaging standpoint will be stipulated. Our focus in 2012 will be to finalize the Brand Model and Visual Identity and then lead a Movement-wide rollout of this work including training, tools and templates. In addition to working with Programs, where the real power of the brand lives, we will work with all departments to ensure that everything we take to market is consistent, creating a dynamic halo effect for the Movement.

10. Digital Marketing

Strong digital capabilities and competencies are critical to the Movement going forward, and we need to step up our presence in the digital world. Our online evolution is a change that will involve everyone, not just our Marketing and Development Team. We will further develop our website’s regional presence while also providing web templates for local Programs. We will launch social media campaigns around our four marketing platforms. As well as providing us with new and exciting ways to connect with our constituents, enhancements to our digital marketing platforms will give us greater fundraising power through new channels such as mobile devices. In order to gauge the impact of our digital marketing activities, we will build metrics that track the journey from understanding to engagement and contribution.

Criteria These priorities were selected after evaluating several areas and ensuring that they met the following criteria:

Integration: high level of cross-functional delivery and change management required

Importance: connected directly to the strategic plan

Integral to revenue generation: have the greatest potential for fundraising

Immediacy: focus on those most critical for 2012 delivery Modeling Operational Excellence We also agreed that these initiatives, importantly, address aspects of the SO work environment that hinder our progress with driving the Movement. Specifically, aligning around these Priorities will enable us to:

Reduce friction

Enhance collaboration

Drive clarity

Effect strong and genuine team work

Establish clear ownership

Deliver stronger results Operationalizing the Priorities We recognize that executing well against each of the Priority Initiatives will require a heightened level of intensity and engagement and a more collaborative team approach. Each team will be established with the following model:

Initiative Lead: Empowered to drive initiative at all levels. Required skills: 1) strategic planning; 2) project management; 3) internal communication, and 4) cross-movement integration.

Operating Team Sponsor: Provides overall guidance and support. Where possible, we will identify Regional Presidents for some of these key Sponsor roles.

Functional Leads: Each initiative will have 2-4 core functional leads who will be identified. Managing the Balance of our Core Work It is important to emphasize that the Priority Initiatives list isn’t reflective of all that we do or all that is captured in the balance of this Master Plan document. Much of that work will be managed and prioritized within each of the respective Divisions and Regions. Nor is it to say that all other work is not important – it is. Priorities simply highlight the major things we need to pull together on to achieve the most we can this year.


HQ DIVISIONS SUMMARY

HQ Divisions will continue their important role of helping to set strategies, build capabilities, and implement effectively during 2012.

Our Programmatic Divisions, such as Sports Training & Competitions, Community Impact, Marketing & Development, and Strategic Properties, will directly drive or support some activities with Programs or other constituents, as well as support the Regional Offices in their core activities. As Programmatic Divisions are integral to enterprise-wide execution of our 2012 plans, most of our Priority Initiative Leads will be HQ staff from these Divisions. The Marketing and Development Division will drive our “go to market” philosophy across the properties and activities that we want to bring to our donors and fans. Despite being the fulcrum, the Marketing and Development Team are reliant on input from and collaboration with all arms of the organizations, in HQ and Regions, to make this approach work. Core Service Divisions, such as Legal, HR and Finance, will support or enable global growth and productivity by providing common strategy, governance, compliance standards, processes, and policies around how we manage and optimize resources. As we move from planning to execution, HQ Divisions play a critical part in embodying the core principles that ground how we are organized and operate. Specifically, information sharing across teams will be paramount, reflecting the importance of effective collaboration and integration to our 2012 ambitions.


SPORTS & COMPETITIONS DIVISION SUMMARY

Athlete Development Model progress: We will issue the first version of the Athlete Development model, reflecting the needs of individual athletes and offer fair, challenging, and fulfilling systems of training and competition while our core group will work with the IT department to develop the Personal Sports & Skills Program.

Enhance Games and Competitions Model and Management: We will develop a Games and Competitions Model that outlines required components of Games and competitions at all levels and sets quality standards. We will work with Regions to monitor the 2013 Games selection process and ensure it is a transparent, documented process.

Promote Coaching Excellence and develop the Online Sports Academy: The key project objectives are to have piloted the Coach Development Model in three SO programs, and to significantly progress the core components of the Online Sports Academy as a starting point to our Online Sports Community.

Continue development of inclusive opportunities through Unified Sports: Within Q1 2012 we will create a 3-year activation plan which will weave Unified development through multiple initiatives to achieve our goal of inclusive Unified Sports in all accredited programs by 2015. The activation plan will include working with a Global Unified Sports Advisory Committee to vet broader Unified Sports program options, develop a Unified Sports grant process, establish minimum standards, refine data collection methods and commission research.

World Games: The Division will provide operational guidance, support delegation registration, manage international technical officials, and deliver operational support for the 2013 Games Organizing Committee.

Sports Development: We will continue working on the development of all 32 Sports Resource Teams and Sport Development Plans with a focus on winter and top-tier sports. We will also monitor and improve GMS system and athlete information tracking capabilities.

Key 2012 Actions and Deliverables

Athlete Development Model

Create the Athlete Development Model and accompanying programs ready to pilot by end 2012.

Games and Competitions Model

Develop a Games and Competition Standards of Excellence Matrix.

Identify the best way to track Games and Competition baseline data.

Monitor and report on athlete selection process for 2013 World Games.

Coaching Excellence Develop strategy for creation of an on-line Sports Academy.

Cultivate relationships with IOC, IPC, SportAccord, IAAF, FINA, FIBA and ITF.

Create a global coaches’ recruitment plan.

Facilitate Movement-wide growth to 280,000 certified coaches.

Pilot the Coach Development Model in three SO programs

Unified Sports Continue to engage the newly established Global Unified Sports Advisory Group on the development of a Unified Sports expansion plan.

Vet the definitions of broader Unified Sports options and distribute globally.

Increase participation by 75,000.

World Games Ensure all appendices of the MOA are fulfilled for 2013 World Games.

Establish initial operating plans for 2013 World Winter Games.

Support planning process for the 2015 World Games.

Sports Development 10 new Sport Development Plans.

Continue to expand the use and utility of GMS.


COMMUNITY IMPACT DIVISION SUMMARY

Leadership Development and Education: Athlete, Family and Youth leadership - we will further specify the details of Program models that can work and assist Regions with establishing baselines through outreach and survey work, communicating best practices, developing training resources, and inducing local Program initiatives through seed funding.

Healthy Athletes: We need to set targets for Program-level partnership development and secure diversified funding to achieve targets that will allow Special Olympics to continue to address health disparities in order to improve the ability of our athletes to train, compete, and live healthy lives. We also need to continue to develop and refine a model of health programming for the developing world that will attract new financial, technical and policy support.

Influential leaders and organizations: We need to merge our government advocacy work with our international development work to maximize our chances of success in both areas. We also need to gauge Program activities and status in the involvement of influential leaders.

Research and Evaluation: We need to improve our understanding of best practices in participatory action research with people with intellectual disabilities; build knowledge about whether and how our athletes wish to be involved in research; and train all stakeholders in inclusive research methods, data collection, and dissemination strategies. We also need to build Programmatic commitment to evidence-based practice and help close the research-to-practice gap; reach out to Programs in countries with limited or no financial resources for research and evaluation activities; and support the creation of Regional Research Collaborating Centers in Regions where possible.


Leadership Development & Education

Expand the ALPs University Program by holding at least 3 ALPs Universities.

Create a tool-kit for Family Engagement, e-Library of best practices, and staff training.

Support and monitor three regional family events.

Expand Young Athletes Participation to 65,000

Work with two pilot programs in each Region to define models of youth engagement.

Healthy Athletes At least 25% of Healthy Athletes screening events will be fully locally funded.

50% of programs with HA for five years will secure 50% of event costs.

Four new countries will offer HA screening 40% of athletes competing.

Secure at least two new VIK partnerships and sustain 80% of existing VIK partnerships.

Strategy agreed for health programming in the developing world

Influential leaders and organizations

Support RMD efforts to engage community leaders (esp. newly elected leaders) and relevant ministries in the work of SO, using 2011 Games as a catalyst.

Enhance Region support of grass roots lobbying effort in the U.S.

Survey to establish a baseline for Program involvement of influential leaders.

Create and distribute a best practice resource document.

Research & Evaluation

Pursue at least two funding opportunities to support research training for Project UNIFY students and/or athletes.

Define Center for Excellence in collaboration with Regions and SOI leadership.

Identify new sources of research support.

Develop a plan for involving people with ID in participatory action research.

Create one additional Collaborating Center, preferably in a Region without one.


MARKETING & DEVELOPMENT DIVISION SUMMARY

Marketing: A substantial amount of work was accomplished in 2011 to complete the discovery and definition phases of Project Ignite. This important work was embarked upon to ensure that the re-set of the Special Olympics Brand will drive greater awareness and a deeper understanding for everyone who sees and engages with the brand. Our focus in 2012 will be to finalize the Brand Model and Visual Identity (including sub-brands) and then lead a Movement-wide rollout of this work including training, tools and templates. In addition to leveraging the field, which is where the real power of the brand lives, we will be working with all departments to ensure that everything we take to market is consistent, creating a dynamic halo effect for the Movement.

Donor Development: While our direct marketing fundraising remains steady, it is increasingly important to think and manage donor relationships across multiple channels. Our focus in 2012 is to continue to build upon the centralized direct marketing program in the US that was launched in 2011, leveraging our large donor base and the strengths of mail, phone and online channels to cultivate stronger and long-term relationships. In addition, we are continuing to build a pipeline for planned gifts in collaboration with accredited Programs in the US, as they are a significant source of future income that can assist in sustaining our Movement.

Strategic Gifts: Historically over 85% of all philanthropic giving in the US comes from individuals. However, SOI has the largest amount of their revenue coming from direct mail and events, both locally and internationally. 2011 was a breakthrough year in major gifts from individuals who have relationships with SOI. It was also the first time we have worked collaboratively with local programs to begin the cultivation process with high net worth individuals who have the capacity to give large multi-year commitments. In 2012 we plan to significantly increase our work in this area and evaluate the local pilot that took place with 3 US accredited programs.

Corporate Partnerships: In 2011 we made a significant shift from event sponsorship or transactional relationships with corporations to a strategic partnership model that customizes campaigns and partnerships. This new approach looks to leverage the corporation’s brand and assets to ensure that there is a value proposition for why they partner with us. In 2012 we will focus on creating a strong account management team to steward and leverage our existing partners but also increase our sales team to drive more partnerships and to begin to work collaboratively with the Games Organizing Committees around the sponsorship of Games.

New Revenue Opportunities: In 2012 we will be evaluating new fundraising programs and campaigns that can provide new revenue streams for SOI and the Movement.

Key 2012 Actions & Deliverables

Marketing Enhance current levels of awareness that exist in the United States and Canada and identify 2 international markets for benchmarking and increasing awareness.

Develop and execute one multi-faceted brand platform mini-campaign.

Secure $10m in pro-bono media to increase brand awareness and understanding.

Increase the number of meaningful engagements with Special Olympics through social media, websites and e-communications by an average of 30 percent.

Donor Development

Raise $40,550,000 million in Integrated Direct Response Marketing

Secure 100 Planned giving commitments

Strategic Gifts Raise $4.6 million from individuals and foundations

Build capacity to prepare for a Movement-wide campaign in the future.

Corporate Partnerships

Raise $13 million through Corporate Partnerships

Create a strong account management team to leverage existing partnerships.

New Revenue Increase Bequests and Estate Gifts qualified prospects by 700 for a total of 100 Champion Society members.

Evaluate new revenue sources and build plans for those with the greatest ROI.


STRATEGIC PROPERTIES SUMMARY

2013 SO World Winter Games (Korea): We will lead Games oversight and planning for areas such as Board, executive management and key budget functions as well as areas such as Guests, Non-Sports for the Games, Unity Sports, Ceremonies and legacy efforts. We will also focus on establishing gold standards for key functional areas, including Registration, Transportation, Food Services, Housing, Awareness and FA integration.

Future World Games: We will establish a strong and diverse leadership team to launch marketing and operational plans leading for the 2015 World Summer Games in Los Angeles. Site visits and final selection will be done to identify the host cities for the 2017 World Winter Games and 2019 World Summer Games.

Law Enforcement Torch Run (LETR): We will continue 8% growth of LETR globally, which entails the identification of new funding sources, expansion of LETR into new National Programs and initiation of a high impact 2013 World Games Final Leg. In conjunction with SOI’s branding efforts, we will also implement a new branding direction as agreed by the LETR Council.

EKS Day: The EKS team will implement the first of a five year approved plan in celebration of Special Olympics’ founder. In addition to increasing the percentage of Programs which participate in EKS Day, the Division plans to launch an awards program and EKS educational support. Unified Sports will be promoted during EKS Day.

Global Ambassadors: The Division plans to identify a Global Ambassador for youth activation work and develop a plan for highlighting youth activation at the 2013 World Games. Another Global Ambassador will be identified for the Healthy Athletes program to showcase donor and sponsor support during Games.

A Very Special Christmas (AVSC): In 2012, the Division will develop an integrated marketing campaign for the 25

th anniversary of AVSC to capitalize on this impressive milestone. This campaign will involve new products,

significant increases in marketing/sales efforts, online sales and other innovative approaches.


2013 Korea Establish “gold standards” for 20 key functional areas at Games.

Secure at least one $1,000,000+ World Games sponsor for 2013.

Achieve 90% registration deadline adherence by all constituents.

Confirm attendance of 5-6 government leaders and 7-10 congressional leaders.

Partner with 3-5 international development organizations and 2-3 sports federations.

Identify 3-5 foundations to fund youth and/or global development at $100K+.

Identify 3 funders at $100K+ to support the Real Sports Experience platform.

Future Games Establish effective GOC, Games identity and communications plan for 2015 Games.

Recruit at least one new SOI recruited Games Sponsor for 2015 Games.

Announce sites for 2017 World Winter Games and 2019 World Summer Games.

LETR 1,000 LETR conference participants and $100,000 in conference sponsorship.

Identify 1 new LETR corporate funder and expand LETR to 10 new Programs.

Increase LETR revenues by 8% to $44.7 million, including $300k from outside of NA.

EKS Day Achieve 90% Program participation in EKS Day.

Identify three new fundraising partner organizations for EKS Day.

Global Ambassadors Recruit five Global Ambassadors to support athlete development.

Secure Global Ambassadors for athlete development for five winter sports.

Engage at least three Global Ambassadors in activities during the year.

AVSC Create a fully integrated marketing campaign in celebration of the 25th

anniversary.

Achieve a 50% increase in revenue.


CORE SERVICES SUMMARY

Legal We will focus on training and communication for Accreditation Standards enhancements and amendments to General Rules. Additional focus areas include evaluation of fraud risks, legal support for the upcoming World Games and Branding Initiative and an update of the records retention schedule.

Human Resources: We will select a universal payroll provider and increase our competency in international compliance. A new employee handbook will be completed, ensuring that all policies are legally compliant and rolled out to staff. We will progress succession planning by creating development plans for staff members to ensure their growth as employees. HR will also complete an employee engagement survey and continue to incorporate the SO values in more of our communications. In order to establish better communication and expectations between SO HQ & SO regions, a regional orientation plan will be implemented.

Finance: Our focus in 2012 will be on upgrading financial infrastructure including accounting systems, banking relationships, budgeting, reporting, and streamlining and automating current processes and procedures. This will be underpinned by the development and implementation of financial policies and procedures, including a new travel expense strategy and policy. Regional expense reporting will also be streamlined, and we will devise and implement a new international payroll solution.

Information Technology and Business Services: Entering Year 2 of our Strategic Plan, we will lead ‘My Special Olympics’ and Shared Services initiatives and support Knowledge Management and Coaching Academy efforts. We will also work with Communications to improve our web functionality, lead migration to a data center and refresh desktop hardware.

Planning: Strategic Plan cascading efforts will continue, and tools will be provided to support the establishment and tracking of Initiative Teams focused on delivering on our 2012 Priority Initiatives. In addition we will refine our scorecards, Census, the annual planning process and resultant Master Plan.


Legal & Business Services

Develop and launch General Rules training and communication plan.

Support Branding Initiative work.

Implement fraud risk assessment.

Secure more shared service partnerships and roll out pilot program.

Human Resources Introduce a new employee handbook.

Create talent development reviews for staff.

Develop a Regional orientation program.

Establish employee Working Groups for staff issues and Athletes

Finance Significantly upgrade financial infrastructure, including accounting systems

Create financial policies and procedures

Introduce an automated Regional expense reporting system

Devise and implement an international travel strategy and policy

Select and implement an international payroll solution

IT Support the Sports Department with development of the Coaching Academy.

Determine future tools needed for Knowledge Management.

Build and deliver phase 1 of the ‘My Special Olympics’ portal to early adopters.

Planning Review processes and tools used to gather scorecard and other tracking information

Establish and commission Initiative Teams by 17 March 2012

Ensure 2013 planning process is run in keeping with timelines in previous years

Develop 2013 Master Plan by 31 December 2012


REGIONAL GROWTH SUMMARY

2012 is an important year for our Regions as they are at the forefront of supporting our Programs to execute on the strong strategic alignment work that was done throughout 2011. In simple terms, and in keeping with the overall thrust of this Master Plan, the emphasis will move from preparing plans to implementing them. Advance Sports & Competition: Regions will continue to push for athlete growth, combined with more competitions and higher numbers of certified coaches around the world. Aside from helping Programs prepare for the 2013 World Winter Games, Regions will play an important role in Global Football by prioritising football development at all levels. Growth in Unified Sports will also continue to be a strong focus across all Regions. Build Communities: Community-building efforts will centre on encouraging self-sustainability of Healthy Athlete events, furthering Youth activation and expanding ALPs and Young Athletes into new Programs. Connect Fans & Funds: One of the most critical priorities facing all Regions is the need to improve restricted and unrestricted revenue generation. This will be achieved through individual Regional efforts and through increased alignment and collaboration with the Marketing and Development Team. Movement Leadership: As the initiatives take shape during the first half of 2012, the Regional Growth Division will devote attention to furthering the development of high quality Programs around the world. The aim is to marry the need for visibility of current Program operating standards with the opportunity to create new standards of excellence that improve our athletes’ experiences. We will develop and publish these new standards, some of which will be global, most of which will be region-specific to allow for developmental and cultural differences. The standards will help in our work with Programs that are performing poorly as we seek to improve leadership and results in these Programs. We will also ensure that General Rule changes are both communicated and understood at local level. We will carry out a training needs analysis and develop a best practice Leadership Development framework. In addition to modules focusing on leadership competencies, the framework will include function-related modules such as Fundraising, HR and Risk Management. A Global Program Recognition System will be taken forward to the point of implementation, including integration with existing or proposed recognition systems.

Key 2012 Movement Leadership Actions and Deliverables

Overall Work with Regional OD staff to promote a strategic mindset at Program level

10% of Programs with multi-year strategic plans

Work with Regions to address Programs who did not develop aligned plans in 2011

75% of Programs have annual operating plans and budgets

Develop Leadership Strength and Depth

Implement a leadership training needs analysis survey

Recruit external leadership development expertise

Investigate options for external accreditation of leadership development

Develop a preliminary Leadership Development Framework.

Define, Track, and Measure Success

Establish a team of OD staff to work on Programmatic standards, tracking and reviews

Develop a set of general and region-specific excellence standards

Program excellence standards, incorporating key metrics of operational effectiveness and financial sustainability, complete and ready to pilot

Recognize and Share Achievements

Link Program excellence standards to proposed Program recognition system

Cross-check existing and proposed recognition systems to ensure alignment

Program recognition system signed off and ready for launch in 2013

Ensure Understanding and Application of Special Olympics General Rules

Work with Legal to develop Rules communication plan

Work with Regions to develop Rules training messages and materials

New General Rules communicated via multiple channels, including opportunities for Programs to engage in depth and understand them fully


AFRICA REGION SUMMARY

Advance Sports and Competitions: SOA’s major focus will be on hosting the 1st

Special Olympics Africa Regional Football Tournament, Royal Bafokeng Nation, South Africa, October 19-22, 2012. The region will continue to focus on increasing the number of athletes, weekly training opportunities, coach training, and increasing competitions. In 2012, SOA will pilot and expand the Advanced Coaches certification program and each Accredited Program will offer at least one Unified Sport.

Build Communities: SOA will continue to focus on building Athlete Leadership through dedicated training, increasing the number of registered families, and the number of Healthy Athletes Screenings. Major emphasis will be on expanding the Young Athletes (YA) Program, and the Region will establish at least four new YA Programs in 2012. A Global Youth Activation Summit (GYAS) concept with a Youth Forum will be introduced at the Region’s Unified Event.

Connect Fans & Funds: SOA’s primary efforts will be to fundraise to support the 1st

Special Olympics Africa Regional Unified Football Tournament for 2012. A budget of $650,000 cash and in-kind will be needed to conduct this important event.

Develop Movement Leadership: In 2012, SOA plans to conduct a comprehensive Program development and improvement training and recruit new leadership in select Programs.

Key 2012 Regional Actions and Deliverables

Advance Sports & Competition

Increase the number of athletes by 20% (approx. 140,000); 50% of athletes will be offered a minimum of two training opportunities per week.

Train at least 4,000 coaches.

Pilot an Advanced Coaches certification program.

Each Accredited Program will offer at least one Unified Sport.

50% of Accredited Programs will increase at least one additional sporting code (an increase of 25% over 2011).

Build Communities Six new Programs will be selected to participate in a comprehensive three day train-the-trainer and governance seminar for ALPs training.

Increase the number of registered families to 35,000.

Conduct 100 Healthy Athletes (HA) screenings in 16 Programs that will result in 10,000 athletes screened.

Establish at least four new YA Programs.

Connect Fans & Funds Raise $650,000 cash and in-kind revenue for the Regional Unified Football Tournament.

Develop Movement Leadership

Conduct Program development and improvement training for the 42 leaders in 22 Programs during the Regional Leadership & Training Conference.

Train new board members in Ethiopia, Rwanda and Zambia.

Conduct a comprehensive quality assurance site-visit to Senegal.

Focus Programs Summary

Ethiopia, Rwanda, Uganda and Zambia- recruit and train board members, provide governance training, support Program to achieve accreditation standards and assist to solicit funds from government, corporate and individuals.

Botswana, Kenya, Malawi, Nigeria, Senegal, South Africa and Tanzania-to recruit and train new athletes and coaches and secure additional funding from government, corporate and individuals.


ASIA-PACIFIC REGION SUMMARY

Advance Sports and Competitions: The Region will focus on increasing the number of athletes, training and competition opportunities. The Region will expand Unified Sports and football through initiatives such as Football for Hope, four regional football tournaments and a co-sponsored Unified Football Invitational. The Region will focus on implementing the Global Football Strategy in India with FIFA’s Football for Hope and in Oceania with OFC and a Conduct Coaches clinic for National Sports Directors from the five ASEAN countries.

Building Communities: All Accredited Programs will have athletes serving on boards and receive special Governance, Public Speaking and Leadership training. The Region will conduct regional training on Project UNIFY and pilot the roll out of the Lane Grant Project UNIFY program as well as the Cognita Project UNIFY Grant program in ASEAN. The Region will also train Clinical Directors in one HA discipline for Afghanistan and Bhutan, and five National Programs will also conduct screening events with 100% local sponsorship and funding.

Connect Fans & Funds: The Region will conduct marketing and fundraising training for four selected National Programs around regional football tournaments. Assist SO Bharat in the Booz fundraising and marketing project and execute a P&G awareness and cause marketing campaign.

Develop Movement Leadership: SOAP will conduct a leadership training conference for 50 National Program leaders and will train at least 10 Project UNIFY leaders and managers in program implementation. We will work closely with National Program leaders to ensure that the new Accreditation standards and General Rules are understood and implemented. SOAP will also conduct training for four new Boards in Bangladesh, Philippines, Laos and Vietnam.


Advance Sports and Competitions

Increase the number of athletes by 12% to 1.148 million.

40% of National Programs commit to two training sessions per week for each athlete and increase the number of coaches to 70,000.

25% of National Programs commit to at least two competitions per athlete, growing to 15,500.

Build Communities 90% of National Programs will offer YA Program, increasing YA to 25,000.

ALPs training will be conducted in five Programs for athletes and mentors.

Host the Regional Family Summit and training for eight Regional Family Leaders.

Conduct regional training on Project UNIFY for at least eight PU managers and leaders.

Conduct screening events with 100% local sponsorship and funding in five National Programs.

Connect Fans & Funds Raise over USD $700,000 in total revenue through events, corporate partners, individuals, government and foundations.

Conduct marketing and fundraising training for four selected National Programs around regional football tournaments.

Execute a P&G awareness and cause marketing campaign in 5 focus Programs.


Conduct a leadership training conference for 50 National program leaders.

Train at least 8 Project UNIFY leaders and managers in program implementation.

Conduct training for four new Boards in Bangladesh, Philippines, Laos and Vietnam.


EAST ASIA REGION SUMMARY

Advance Sports and Competition: SOEA’s target is to increase by 42,000 athletes and 2,000 coaches. SOEA will organize at least two or three regional single competitions. The Region will support and encourage its Programs to expand their winter sports programs to maximize their participation in the 2013 Games.

Building Communities: SOEA will continue to work with its regional messengers and family leaders to facilitate the expansion of non-sports initiatives. The Region will establish the first ever Regional Youth Leader Committee and bring Healthy Athletes Screenings to communities in conjunction with Unified Sports activities.

Connect Fans & Funds: SOEA will develop corporate partnerships for sponsorship, donation and cause marketing opportunities. Recruit high net worth individuals for donation of specific projects. Host events or collaborate with partners’ events to raise funds. Develop solid media relations through PR events and regular press releases. Engage global ambassadors and other strategic partners in all our initiatives.

Develop Movement Leadership: SOEA will align communication resources among all Programs in the region to achieve higher quality communication to collaboratively implement our regional annual plan.

Establish Sustainable Capabilities: SOEA will partner with academic institutions to establish research and evaluation panels to generate effective data to provide measurable results to our constituency and identify areas for improvement for all ongoing projects.

Focus Programs Summary: SOEA is committed to provide continued support to all five programs: China, Chinese Taipei, Korea, Macau and Hong Kong with a focus on China’s growth.


Advance Sports and Competition

Increase by 42,000 new athletes and 2,000 coaches.

Organize at least two regional single sport competitions.

Conduct China National Basketball competition.

Organize Unified training camps in all five Programs.

Building Communities Conduct trainings for regional messengers and regional family leaders.

Launch Young Athlete Program in six new locations.

Conduct Healthy Athlete screenings for athletes in five community centers.

Connect Fans & Funds Organize regional media gathering to develop at least five key regional media in addition to the existing media resource.

Sustain partnership with existing sponsors UBS, Laureus and Boeing.

Engage Global Ambassadors in PR and awareness events.

Reach annual fundraising goal of USD500,000


Host one regional advisory council meeting in Macau.

Conduct one board training.

Establish Sustainable Capabilities

Establish the Regional Research and Evaluation Committee.


Organize China National Basketball Competition with Boeing China’s grant.

Organize regional football coach seminar in China to certify at least 20 coaches.

Establish new partnership with 10 universities and conduct annual unified run to engage 12,000 students as volunteers.

Organize unified relay run across the region to include 3,000 youth.


EUROPE EURASIA REGION SUMMARY

Focus Programs Summary: SOEE’s focus remains on its larger Programs with significant potential: GB, France, Spain and Russia. We will work on leadership development and stimulation of funds for these Programs.

Advance Quality Sports and Competition: SOEE will offer new international competitions in different sports that will broaden the range of opportunities for our athletes. In addition to smaller coach development seminars, SOEE will launch a new initiative targeting a large number of football coaches. Unified Sports will also be a focus as its growth potential remains strong.

Build Communities: The introduction of Project UNIFY to SOEE is the major development in 2012. SOEE will also initiate work on involving young people in governance structures in target national Programs. Growth in ALPs, Healthy Athlete and the Family/Young Athlete projects will be incremental, and SOEE hopes to begin leveraging the Peace Corps partnership agreement.

Connect Fans & Funds: SOEE will not receive a major EU grant for 2012. SOEE will, however, attempt to secure funding for the 2014 European Games Organizing Committee in Belgium, to begin in 2013. SOEE will seek new funding through Global Football, promoting Unified Sports as a distinct “product,” revenue sharing with National Programs and leveraging global Special Olympics partnerships. Efforts to develop relationships with multi-national media/communications partners will continue.

Develop Movement Leadership: SOEE’s focus will gradually transition from an emphasis on putting plans in place at the National Program level to supporting their implementation. SOEE will continue efforts to improve leadership through training, succession planning and change where required.

Establish Sustainable Capabilities: SOEE will roll out our new Customer Relationship Management system across our staff, launch a research web site, and begin a new research project by end 2012.


Advance Sports 10,000 new athletes across all Programs

Four new international competitions with total participation of 400 athletes

New coaching initiative to target up to 500 football coaches.

Five new Youth Unified Sports national programs.

18,000 participants in European Basketball Week

Build Communities ALPs introduced to four new national Programs.

One ALPs University conducted with at least 4 national Programs

Project UNIFY introduced to four national Programs.

One new SOEE-wide Healthy Athlete partnership in place.

SO showcase game at 2012 UEFA European Football championships.

Connect Fans & Funds One new multi-year sponsor for Unified Sports.

Relationships established with 2 units other than sport (e.g. health) in the EU.

$550,000 in corporate/event funding.

EU authorization of 2013 allocation of funds for 2014 Games planning.

Active involvement of 24 Euroleague clubs in promoting Special Olympics.

Develop Leaders Two key objectives from strategic plans achieved by each National Program.

Leaders from 75% of national Programs attending leadership conference

3 new Sports Directors in place in Central Asian Programs

Sustainable Capabilities One new research project and a website for SOEE RRCC.

Focus Programs Summary Leadership development in France and Spain.

Regional development plan in place in GB.


LATIN AMERICA REGION SUMMARY

Advance Sports & Competition: SOLA will develop and implement the new Sports and Skills Development Program. SOLA will also increase the number of competitions, and Program leaders will identify specific strategies for offering Unified Sports opportunities. SOLA will support the development of an Alliance with FIFA that will promote grassroots development of football and work toward the first SO Unified Cup in Brazil.

Building Communities: SOLA will promote inclusive and supportive communities for our athletes’ development by training, empowering and engaging athlete leaders, family members, youth and volunteers by expanding the Young Athletes program and securing more local funding for Healthy Athletes events.

Fans and Funds: SOLA will increase revenue from existing revenue sources (corporate partners and foundations), and from our Strategic Properties (Regional Games and Global Football), while researching options for securing funds from current and future fans through social network and other Web-based platforms.

Movement Leadership: SOLA will recruit and train a new generation of leaders and expand leadership capacity in Argentina, Brazil, Chile, Colombia, Guatemala, Nicaragua and Uruguay.

Sustainable Capabilities: SOLA will collaborate with SOI on evaluating potential shared-services opportunities and on creating a knowledge management system that provides real value for users. We will support the sharing and embracing of the organizational set of values and culture across the Region.

Focus Programs Summary: SOLA is committed to recruiting a new generation of leaders and expanding leadership capacity. Programs will provide board and staff training and Coaches Training and Certification.



Seven Programs to secure signed Protocol Agreements with their National Football Federation in support with SOLA’s Protocol Agreement with CONCACAF.

1,000 football coaches and 75% of all coaches will receive certification.

Increase the number of local competitions to at least 4,200.

Build Communities

Provide two ALPs train-the-trainer sessions for 15 Programs.

24 new YA Programs and on-site Youth Activation training in at least 8 Programs.

20% of all Healthy Athletes events offered will be fully funded with local resources.

Fans & Funds

Develop and implement a Fundraising Campaign for the 2012 Copa de Oro de Olimpiadas Especiales to generate $50K in revenue.

Develop and implement a Fundraising Campaign for the 2012 Central America Games to generate at least $100K

Target two new regional corporate partnerships to generate at least $150K.

Six National Programs to service and activate SOLA’s regional partnership with CAF with a goal of generating an additional revenue stream of $ 150K.

Work with at least seven National Programs on identifying, developing and securing new grants with the goal of generating $100K in support for Programs.

Movement Leadership Conduct 20 governance training sessions engaging 120 Board/Founding Committee members and Executive Directors.

Engage the leadership of three Focus Programs to develop Program level multi-year strategic plan model.

Sustainable Capabilities Launch at least four global shared services projects.


Recruit a new generation of leaders and expand leadership capacity in Argentina, Brazil, Chile, Colombia, Guatemala, Nicaragua and Uruguay.


MIDDLE EAST & NORTH AFRICA REGION SUMMARY

Advance Quality Sports and Competitions: Due to continued unrest in the Region, a new operational plan has been developed to include 19 Single Sports Regional Events. Using regionally trained Head Coaches in six focus sports, MENA will ensure quality of coaching throughout the Region by offering coaches’ training sessions at the Sub-Program level. MENA will actively promote and develop opportunities for athlete inclusion through Unified Sports with an emphasis on establishing a region-wide Unified football program.

Build Communities: Healthy Athletes Screenings events in all our disciplines will be used to pursue new relationships and expand the Healthy Athletes initiative throughout the Region. Using Sub-Regional Initiatives events such as Families Forums, Young Athletes Demos, ALPs Congress, and Youth Summits, MENA will engage athlete leaders in each of the three sub-regions and recruit athlete staff members in at least six Programs.

Connect Fans & Funds: The Healthy Athletes initiatives will serve as a platform for the development of additional revenue streams and engagement with educational institutions as well as appealing to National Ministries of Health and regional health bodies. MENA will leverage awareness gained from 2011 Special Olympics World Summer Games for all Programs to attract new fans, volunteers and supporters. We will also continue to expand current funding streams and seek new revenue from high net worth individuals.

Develop Movement Leadership: In an effort to provide effective services throughout the Region and strengthen Program leadership, MENA will recruit full-time national directors in 20 Programs. Focus Programs include Algeria, Egypt, Iran, Kuwait, Saudi Arabia, and UAE. In addition, new Program leaders will get on-the-job training through being the HOD of each delegation participating in the Regional Sports events.

Establish Sustainable Capabilities: Although the concept of shared services is new, MENA will embrace the opportunity to leverage favorable opportunities and skills at all levels, build our knowledge capacity and reduce our overall administrative costs.


Advance Quality Sports & Competitions

Increase the number of athletes by 25,000 and increase competitions to 1,000.

Facilitate growth in the number of certified coaches from 4,314 to 7,000.

Six Programs will develop partnerships with Governing Bodies of 6 SO sports.

19 single sports events, 100% increase in participants over last Regional Games.

5 regional training seminars for 145 Head Coaches from 16 Programs in 7 sports.

Build Communities

Six Programs will establish Family Support Networks.

Six Programs will advance Young Athlete and youth (Project UNIFY-style) initiatives.

9 Sub-Regional Initiatives events for 138 regional participants in 8 countries.

8 Healthy Athletes Screenings events involving 2,466 athletes.

Connect Fans & Funds Two new Multi-National and Regional partnerships will be established.

One new high net worth individual will be identified and cultivated.


Six Programs will have a young adult (age 21) serving on the Board of Directors and an athlete leader as a part of National Program staff.

Identify, attract, develop and retain full-time national directors in 20 Programs.

219 new Programs working as HOD at the Regional sports events.

74 Programs leaders will attend three RAC & Business Meetings.

Sustainable Capabilities Reduce overall administrative costs


The Focus Programs were selected based on two main objectives: 1. Athlete Growth: Algeria, Egypt and Iran 2. Fundraising: Kuwait, Saudi Arabia and UAE


NORTH AMERICA REGION SUMMARY

Project UNIFY (US Only): PU re-grants over $ 5 million directly to State Programs who localize and innovate programming themed around the core principals of the national initiative. PU will be expanded globally in 2012 and critical data collection will be done to measure its reach and impact.

2014 US National Games (52 Accredited Programs): These Games of Inclusion will initiate enhanced programming for Healthy Athletes, Young Athletes, School Enrichment and Project UNIFY integration that will create a lasting legacy for SONJ and US Programs. The corporate support will allow us to adopt a new fundraising and promotion model which does not rely on any government support and having Games in the largest media market in North America will heighten awareness of the games for years to come. Note: Canada also has world class national games in Vancouver 2014 that we are not directly involved in the planning of, but take great pride in and consider to be a global best practice to study carefully.

North American Program Board of Directors Governance Development: SONA’s aggressive engagement goals will build support for a new way of doing business that begins with building, localizing and rolling out of the Movement’s Strategic Plan. Localizing global strategic planning will be effective as we train and motivate Programs to believe in and use their aligned plan. SONA has a motivated group of experienced staff ready to tackle this challenge with our 80 plus North American Programs that have high expectations and incredible potential for even further development.



Conduct five Regional Sport Invitationals for 1,000 participants with UNIFIED focus.

Conduct three SONA Coaching Excellence Academies.

Conduct Unified Sports Instructors training for 25 participants and complete a dynamic UNIFIED sports plan throughout the region.

Expand MLS /UNIFIED Soccer Program to four large urban cities.

Build Communities Conduct two ALPS Trainings & increase Athlete Councils by 10%.

Develop the Family Community Builders Model for SONA.

1,700 schools involved with Project UNIFY (PU).

Rollout of Get Into It – 2,000 new downloads (PU).

Connect Fans & Funds Work with 2014 SO USA National Games to raise $15 million in new corporate partnerships. Collaborate closely with SOI to extend partnerships to other strategic properties.

Conduct US Capitol Hill Day and Canadian Parliament Hill Day.

Continue strong support of Spread the Word and EKS days.


Conduct New CEO and Board Orientations for 15 Programs.

Conduct six on-site BOD/CEO Leadership and Governance Trainings.

Build sustainable revenue and governance plan for Haiti with corporate, individual and NGO partners.


Intensive support and evaluation for the following focus Programs: Canada, Caribbean, Michigan, and Pennsylvania/Philadelphia.


FINANCIAL SUMMARY

Guiding Principles Our guiding principles for this year’s budget are consistent with those from last year and specifically are:

Focus on resourcing key revenue operating positions and projects within the Marketing and Development Division while keeping in mind the need for a balanced portfolio of strategic initiatives and ongoing activities.

Protect and enhance our cash position given that Year 2 of our ambitious Strategic Plan calls for additional investment and deficit spending.

Appropriately balance the long‐term perspective and short‐term pressures.

Make realistic assumptions and don’t take on more than SOI or the Movement can handle.

Make conservative revenue estimates to appropriately budget expenses and manage any deficit.

Create a contingency expense pool for large, high impact projects that are dependent on additional funding. Budget Strategy and Priorities

Invest boldly in fundraising capacity and capabilities to fuel the strategic plan.

Align and integrate resources around new marketing plan.

Execute critical strategic initiatives across all five pillars – Sports, Communities, Fans & Funds, Movement Leadership, and Sustainable Capabilities.

Develop key talent to improve our ability to deliver on key initiatives and increase our strength in depth.

Drive operational excellence to establish systems and processes that enable us to more effectively set up, oversee and evaluate our work.

Revenue Highlights

Total Operating Revenue: Will decrease slightly by 1% when compared to the 2011 Actuals. This decrease is due primarily to the decline in Government funding (-31%), driven by the loss of EU funding for 2012, and a decrease in available U.S. Center for Disease Control (CDC) funds. Private Fundraising, however, is budgeted to increase 8%, offsetting most of the loss in government funding.

Donor Development: (Direct Mail, telemarketing, and web gifts): Gross revenue is budgeted to increase by 3% when compared to 2011 Actuals.

Corporate Partnerships: Revenue is budgeted to increase by 22% with both HQ and Regions when compared to 2011 Actuals. This reflects continued funding from our long-term partners such as Coca-Cola and P&G as well as from projected new revenue sources from new Partners such as Finish Line, Subaru, Dow Chemical and GE.

Strategic Gifts: Revenue in this critical area is budgeted to increase 58% when compared to 2011 Actuals. This is based on a much more advance pipeline of current major gifts asks outstanding of over $25M.

Events: Revenue in this non-Games year will decrease by about 15% compared to 2011 Actuals.

Government: Due to the loss of EU and CDC funding, Government Revenue will decrease by 31%. Grants and Distributions Highlights

Grants and Distributions are budgeted to be down slightly 1% due to the loss in EU funding.

Personnel Highlights We have budgeted for an increase in personnel expenses over 2011 Actuals to fill mission-critical positions consistent with our Strategic Plan. Investments in new personnel will be assessed against opportunities to generate revenue and drive operational improvements. This means we will be especially focused on new hires to support our fundraising efforts, and other critical support areas such as Finance.


Operating Expense Highlights We are planning to continue our strategic investments and core servicing capacity across all of the pillars of our strategic plan.

The most marked increase is in the Marketing and Development Division (+30%), which reflects our priority to support and expand our Marketing and Development Division and the addition of our new CMDO.

Most HQ Divisions have budgeted for increased operating expenses by an average of 15% over 2011 Budget to account for ongoing and increased activities supporting the Strategic Plan goals.

General fund operating expenses have increased about 15% over 2011 Budget for the Regions. Budget Summary Consistent with the level of investment required to appropriately staff our marketing and development activities as well as reinforce our Communities and Sports programs, we anticipate a total deficit from operations of approximately ($4.1M). Budget Contingencies Central to our ability to invest at this kind of level is our level of Cash Reserves. We are currently monitoring very closely our current cash position and will implement monthly routines to track. We will continue to complete three forecasts during the year at which time we may make adjustments in our commitments and levels of spending based on our current revenue projections and cash balances.


Consolidated Profit & Loss (P&L) Statement

Special Olympics 2012 Budget

2012 Budget

2011 Actuals

Operating Revenue

Private Fundraising 63,331,150

58,855,886

Government Support 13,005,029

18,864,535

Other Revenue 5,124,794

4,423,861

Total Operating Revenue 81,460,973 82,144,282

Add: CRT distribution to SOI 2,861,898

3,327,460

Total Funds Available for Operations 84,322,871

85,471,742

Less: Direct Mail Expenses 16,250,000

15,597,275

Less: Grants & Distributions 32,560,462

32,899,058

Net Funds Available for Operations 35,512,409 36,975,409

Personnel & Operating Expenses

Personnel & Consulting Services 21,048,647

19,368,547

Operating Expenses (incl. depreciation) 18,569,699 19,415,384

Total Personnel & Operating Expenses 39,618,346 38,783,931

Total Contributions from Operations -4,105,937 -1,808,522

Contingency reserve 0

2,770,386

Total Contributions from Operations (incl. Reserve) -4,105,937 0 961,864


CONCLUDING REMARKS

Fourteen months ago, we embarked on an ambitious five-year strategic plan after many months of extensive planning, consultation and analysis of how we can grow and improve the quality our athletes’ experiences. This year, achieving our plans and targets, grounded in our Strategic Pillars, will be critical to realizing our Movement vision for 2015. Already, we have launched into 2012 with urgency, passion and commitment to the task at hand. The Board of Directors and the Operating Team are deeply committed to realizing our ambitious outcomes, removing barriers, and reducing organizational silos. Doing this however, will require a paradigm shift in the way we operate, communicate, and organize our work. While each of us has a defined role and contribution to make within our own teams, we must relinquish a mentality that places individual effort above the collective team, hierarchy above collaboration and bureaucracy above finding creative solutions to the task at hand. 2012 must be a breakthrough year for greater collaboration, reduced friction and genuine team work in order to realize the goals our Movement has established. This spirit of integration is embodied in the Priority Initiative concept, a collectively owned approach that it is incumbent on all of us to bring to life and leverage for genuine results. Our Commitment to You This year, our leadership is more committed than ever to supporting and challenging our team to maximize our time, resources, and talents. We have made significant investments in additional staff capacity to address the substantial workload we have to deliver on our goals and targets, and we will continue working hard to clarify structures and roles as our teams settle into their stride. In addition, we will look creatively at ways we can improve our recognition and reporting structures to reward cross-functional integration and collaborative teamwork. We will continue to place a strong emphasis on the cultivation of talent by creating professional and leadership development opportunities for employees and focusing strategically on succession planning to prepare well for the future. We also recognize that addressing key staffing needs and ensuring that all new staff are provided a thorough orientation to the Special Olympics Movement is critical to our mission. What We Ask of You As we embark on a challenging agenda to expand and spread our message, grow our fan base, and meet ambitious revenue targets, we can not forget that we are first and foremost message-bearers for our movement. Our mission and vision provide the backdrop for everything we do, and our impact on the lives and experiences of our athletes is the ultimate yardstick for our efforts. We often describe Special Olympics as a movement of rebels, led by our athletes who exemplify the courage, spirit and fortitude required to effect systemic change. This year, each of us must follow their lead by embodying this same spirit of courage, perseverance and dissatisfaction with the status quo. We must embrace an entrepreneurial spirit to find creative solutions to old problems and recognize our colleagues when they do the same. We must look outside our traditional silos and find opportunities to work collaboratively, consolidating individual efforts into a collective vision for success. We must be movement-minded, looking beyond our department, office, or division for ways to reinforce our global connectedness and impact. If we do that, we give ourselves every chance of delivering on this plan, and climbing to new heights, in 2012.

special olympics international 2012 master planmedia.specialolympics.org/.../2012masterplan.pdf ·...

Documents