Elements of an Accredited Sports Nutrition in the First Quarter

Transcription

1 Special Olympics International 2012 Master Plan Setting the Pace Implementation and Action Final February 2012

2 MASTER PLAN OUTLINE Contents Executive Summary. 3 Strategic Plan: Our Year 2 Deliverables Advance Quality Sports & Competitions Build Communities Connect Fans & Funds Develop Movement leadership Establish Sustainable Capabilities Priority Initiatives for Summaries of Headquarters Division Plans Sports & Competitions Community Impact Marketing & Development Strategic Properties Core Services Summaries of the Regional Plans Africa Asia-Pacific East Asia Europe & Eurasia Latin America Middle East & North Africa North America Financial Summary Concluding Remarks 31 Special Olympics 2012 Master Plan 2 February 2012

3 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 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 Special Olympics 2012 Master Plan 3 February 2012

4 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 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. Special Olympics 2012 Master Plan 4 February 2012

5 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. Special Olympics 2012 Master Plan 5 February 2012

6 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 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. Special Olympics 2012 Master Plan 6 February 2012

7 CONNECTING TO STRATEGIC PLAN : 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 Overall 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 2015 TARGETS & MEASURES 2012 DELIVERABLES Grow Special Olympics participation to 5.3 million 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 All Special Olympics athletes have the opportunity to participate in more than one Game and/or competition every three months 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 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 Athlete numbers increased to 4.2 million athletes Athlete Development Model created and ready for pilot Personal Sports and Skill Development Program created and ready for pilot Games and Competition Standards of Excellence Matrix developed Common Games and Competition practices in Programs documented 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 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) Special Olympics 2012 Master Plan 7 February 2012

8 STRATEGIC PILLAR: BUILD COMMUNITIES Overall Grow and Equip Athletes in Leadership Positions Create Trained, Empowered, and Involved Families at All Levels Activate Youth at All Levels of Our Movement Improve Athlete Health and Well- Being Engage Influential Leaders and Organizations 2015 TARGETS & MEASURES 2012 DELIVERABLES 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 Programrelevant targets in each of the Athlete Leadership, Family involvement, Young Athlete, Activate Youth and Influential Leaders initiatives. Ensure that 150,000 ALPs qualified athletes from all Programs are serving in meaningful leadership roles at different levels in their Programs 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 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 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 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 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 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. At least 3 ALPs Universities. Initial ALPs leadership role tracking incorporated into 2012 census. Tool-kit prepared for Family Engagement, e-library of best practices, and staff training. Young Athletes participation expanded to 65,000 70,000 Volunteers are Youth ages Youth engagement models defined with two pilot programs in each Region. 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. 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 Special Olympics 2012 Master Plan 8 February 2012

9 STRATEGIC PILLAR: CONNECT FANS & FUNDS Overall Grow our Current Sources of Revenue Build New Sources of Revenue Build a Stronger Global Brand Create a Stronger Community of Support 2015 TARGETS & MEASURES 2012 DELIVERABLES 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 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 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 Manage the global brand so that strategic properties, initiatives, and campaigns as well as 75% of Programs support an organization-wide brand standard 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 $63m raised in Private sector funding $39m operating funds raised $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. 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. Two international markets identified for benchmarking and significant awareness increase. One multi-faceted, multimedia minicampaign focused on one of the brand platforms. Finalize Brand guidelines and an activation plan across Regions. 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. Special Olympics 2012 Master Plan 9 February 2012

10 STRATEGIC PILLAR: DEVELOP MOVEMENT LEADERSHIP Overall Develop Leadership Strength and Depth Define, Track, and Measure Success Recognize and Share Achievements Ensure Understanding and Application of General Rules 2015 TARGETS & MEASURES 2012 DELIVERABLES 25% of Programs have multi-year strategic plans 100% of Programs have annual operating plans and budgets that include leadership development components 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 100% of Special Olympics Accredited Programs selfreport 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 % of Accredited Programs have opportunities to recognize innovations, individual and team achievements and best practices through participation in a uniform global recognition system New edition of Special Olympics General Rules adopted by SOI Board in support of Strategic Plan 90% of Applications are submitted, reviewed, and approved within the regular Accreditation cycle 10% of Programs with multi-year strategic plans 75% of Programs have annual operating plans and budgets Leadership training needs analysis conducted Preliminary Leadership Development Framework developed Program quality standards, incorporating key metrics of operational effectiveness and financial sustainability, complete and ready to pilot Program recognition system signed off and ready for launch in 2013 New General Rules communicated via multiple channels, including opportunities for Programs to engage and understand them fully STRATEGIC PILLAR: ESTABLISH SUSTAINABLE CAPABILITIES Overall Leverage Global Research Partnerships Collaborate in Shared Services Initiatives Knowledge Management and Internal Comms Develop and Leverage ecrm Platform 2015 TARGETS & MEASURES 2012 DELIVERABLES Reduce administrative costs by 25% from 2009 levels for SOI and provide cost savings for participating Programs 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) At least 25% of Programs will take advantage of one or more shared service offerings Create a knowledge management system that is regularly used by at least 75% of the Programs Create an integrated ecrm Two cost-saving shared services identified for pilot. 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. Pilot of two shared services established in participating Regions. My Special Olympics portal Phase 1 rolled out to early adopters. Internal comms evaluation complete. System chosen for SOI and leveraged for marketing and development. Special Olympics 2012 Master Plan 10 February 2012

11 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 Priority Initiatives 1. Online Sports Community Summary Description 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 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. Special Olympics 2012 Master Plan 11 February 2012

12 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 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 World Winter Games 7. Families/Young Athletes 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. 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 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 Special Olympics 2012 Master Plan 12 February 2012

13 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. Special Olympics 2012 Master Plan 13 February 2012

14 HQ DIVISIONS SUMMARY HQ Divisions will continue their important role of helping to set strategies, build capabilities, and implement effectively during 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. Special Olympics 2012 Master Plan 14 February 2012

15 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 Q 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 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 Games and Competitions Develop a Games and Competition Standards of Excellence Matrix. Model 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. Special Olympics 2012 Master Plan 15 February 2012

16 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. Key 2012 Actions and Deliverables Leadership Expand the ALPs University Program by holding at least 3 ALPs Universities. Development & Create a tool-kit for Family Engagement, e-library of best practices, and staff training. Education 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. Special Olympics 2012 Master Plan 16 February 2012

17 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 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 Raise $40,550,000 million in Integrated Direct Response Marketing Development 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 Raise $13 million through Corporate Partnerships 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. Special Olympics 2012 Master Plan 17 February 2012

18 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. Key 2012 Actions and Deliverables 2013 Korea Establish gold standards for 20 key functional areas at Games. Secure at least one $1,000,000+ World Games sponsor for 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 25 th anniversary. Achieve a 50% increase in revenue. Special Olympics 2012 Master Plan 18 February 2012

19 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. Key 2012 Actions and Deliverables Legal & Business Develop and launch General Rules training and communication plan. Services 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 Special Olympics 2012 Master Plan 19 February 2012

20 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 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 functionrelated 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. Overall Develop Leadership Strength and Depth Define, Track, and Measure Success Recognize and Share Achievements Ensure Understanding and Application of Special Olympics General Rules Key 2012 Movement Leadership Actions and Deliverables 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 % of Programs have annual operating plans and budgets 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. 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 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 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 Special Olympics 2012 Master Plan 20 February 2012