Global Strategic Plan
Overview
5 Pillar Framework
Athlete Experience
Advance Quality
Sports &
Competitions
Build
Communities
Connect Fans &
Funds
Develop Movement Leadership
Establish Sustainable Capabilities
Special Olympics Foundation:
Mission, Values and Model of Change
The Movement has validated our 5 Pillar approach, so we must invest in a
balanced portfolio that leads to real progress on these 5 fronts
Advance Quality Sports and
Competitions
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
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Build
Communities
Enabling Pillars
Connect Fans and
Funds
Define
Movement
Leadership
Establish
Sustainable
Capabilities
Build an Athlete Sports Development Model to recruit, challenge, and retain all athletes
Enhance Games and competition model and management
Expand coaching excellence
Accelerate Unified Sports and inclusive opportunities
Key targets
• Grow Special Olympics participation to 5.3 million athletes and 530,000 certified coaches
• All Special Olympics athletes will participate in at least two training sessions per week, at
least one of which is coach-supervised, and have the opportunity to participate in more
than one competition each quarter
• 30% of athletes will register and participate in a comprehensive Personal Sports and Skill
Development program
Build Communities
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
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Build
Communities
Enabling Pillars
Connect Fans and
Funds
Define
Movement
Leadership
Establish
Sustainable
Capabilities
Enhance athlete leadership training and create more leadership opportunities
Recruit and train family community builders who can help to expand our Young Athletes Program
Increase opportunities for youth leadership, volunteering, and Unified Sports participation
Expand our Health Athletes Program
Engage influential leaders in support of our Mission
Key targets
• 90% of Programs in each Region meet at least one target in each of the Activate Youth and Influential
Leaders initiatives, as well as the Young Athletes goal in the Families initiative.
• 60% of Programs in each Region meet all Program-relevant targets in the Youth and Influential Leaders
initiatives as well as the Young Athletes expansion goal.
• 90% of Programs in each Region meet at least one target in each of the Athlete Leadership and Health
initiatives, as well as the family involvement goal in the Families initiative.
• 60% of Programs in each Region meet all Program-relevant targets in the Athlete Leadership and
Health initiatives, as well as the family involvement goal.
Connect Fans and Funds
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
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Build
Communities
Enabling Pillars
Connect Fans and
Funds
Define
Movement
Leadership
Establish
Sustainable
Capabilities
Improve results within our current sources of revenue
Explore opportunities to grow new sources of revenue
Build alignment around a global brand
Actively engage fans
Key targets
• 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
Define Movement Leadership
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
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Build
Communities
Enabling Pillars
Connect Fans and
Funds
Define
Movement
Leadership
Establish
Sustainable
Capabilities
Encourage the creation and use of multi-year plans
Train Movement leaders
Encourage annual reporting and programmatic reviews
Develop a global recognition system to capture best practices and encourage excellence
Increase understanding of the General Rules and Accreditation Standards
Key targets
• 75% of Board Chairs, National Directors, and Program CEOs have completed formal
Special Olympics leadership training
• 25% of Programs have multi-year strategic plans
• 100% of Programs have annual operating plans and budgets that include leadership
development components
Establish Sustainable Capabilities
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
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•
Build
Communities
Enabling Pillars
Connect Fans and
Funds
Define
Movement
Leadership
Establish
Sustainable
Capabilities
Leverage external research partnerships to help measure our success and
justify our programming
Launch shared service projects to realize economies of scale
Improve our internal communication and knowledge management
Develop an integrated eCRM
Key targets
• Reduce administrative costs by 25% from 2009 levels for SOI and provide cost savings for
participating Programs
• Create an integrated eCRM
One Page Summary
SOI and SONA Growth Goals
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
Build Communities
Connect Fans and
Funds
Enabling Pillars
Define Movement
Leadership
2015 Global Growth Goal : 5.3 million athletes & 530,000 certified coaches
2015 SONA Growth Goal: 840,000 athletes & 124,000 certified coaches
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2011 SONA Focus
2011 World Summer Games
2014 USA National Games
Coaching Excellence
Unified Sports
New sport partnerships
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Establish
Sustainable
Capabilities
SOI and SONA Growth GoalsC
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
Build Communities
Connect Fans and
Funds
Enabling Pillars
Define Movement
Leadership
Establish
Sustainable
Capabilities
2015 Global Growth Goal : 60% of Programs in each region meet all Program relevant
targets in Young Athletes, Youth engagement, Families
2015 SONA Growth Goal: Project UNIFY offered in 5,000 schools; engaging 1 million
youth; Healthy Athletes initiative is sustainable; SO Athletes raised $1 million for the
Movement
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2011 SONA Focus
Provide 3 Healthy Athletes Clinical Directors Train-the-Trainer Seminars
Develop training module for Athletes’ fundraisers
Organize and encourage strong support for Capitol Hill Day
Maintain relationship with the U.S. Department of Education and expand Project UNIFY
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SOI and SONA Growth Goalsand
Funds
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
Build Communities
Connect Fans and
Funds
Enabling Pillars
Define Movement
Leadership
2015 Global Growth Goal : Double Revenue across the Movement
2015 SONA Growth Goal: Double Revenue across the Region
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2011 SONA Focus
Provide service to existing sponsors and national promotions
Build SONA/SOI Partnership Team
Increase Team USA partnerships
Build a stronger Global Brand the drives our value to society
Create a stronger Community of Support for Special Olympics
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Establish
Sustainable
Capabilities
SOI and SONA GrowthLeade
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
Build Communities
Enabling Pillars
Connect Fans and
Funds
Define Movement
Leadership
Establish
Sustainable
Capabilities
2015 Global Growth Goal : All Board Chairs & Program CEOs complete formal SO leadership training.
2015 SONA Growth Goal: All SONA Board Chairs and Program CEOs complete formal SO leadership
and governance training.
2011 SONA Focus
• Provide Program Board of Directors and CEOs a comprehensive curriculum for assessment, training,
monitoring and evaluation to advance the mission through exceptional governance
• Actively engage NALC, USLC, SOC and Program Leaders in General Rules and Accreditation
• Conduct five on-site Programmatic Reviews/Audits
• Focus Programs: SOMI, SOPA, SOWA, SO Caribbean and Haiti
• Launch Global Football Program in US with Seattle Sounders & Fox Sports
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Estab SOI and SONA Growth Goals p
Mission-Driving Pillars
Advance Quality
Sports and
Competitions
Build Communities
Connect Fans and
Funds
Enabling Pillars
Define Movement
Leadership
2015 Global Growth Goal : Reduce administrative costs by 25%
2011 SONA Focus
• Conduct Risk Management Comprehensive Training
• Finalize Blackbaud partnership and GMS bridge
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Establish
Sustainable
Capabilities