SOSC’s Gold Medal Strategic Plan2017 – 2020

Executive Summary

Crossing the finish line. Scoring a point. Sticking your landing. Celebrating with the team. Special Olympics Southern California is dedicated to moments such as these, because it is through these moments – and all the moments that lead up to them – that our athletes find strength, success, confidence, and joy.

Special Olympics Southern California is committed to providing more transformational moments to even more athletes and families in the next four years. With a bold goal of reaching more athletes, SOSC has developed a plan to ensure that the organization has the people, skills, resources, and processes needed to engage more athletes and their families while creating a more inclusive community. The 2017 – 2020 Strategic Plan will guide the organization towards its vision of acceptance, inclusion, and well-being for people with intellectual disabilities through sports by focusing our work on five critical issues (issues that must be addressed to achieve our vision over the next four years). They are:

A. Advance quality sports and programs – Increasing our capacity to reach athletes, expand health and wellness initiatives, and understand the impact of SOSC programs on the lives of athletes, families, and volunteers.

B. Build a strong team – Engaging and strengthening employees, volunteers, athletes, and families working together to achieve our vision.C. Communicate strategically – Increasing productivity and impact through improved internal and external communications; raising

awareness and support by celebrating SOSC’s 50th Anniversary.D. Develop sustaining resources – Improving our bottom line by increasing revenues, controlling costs, and improving our systems for

resource development.E. Establish efficient systems and processes – Streamlining and optimizing our systems and regional boundaries for enhanced productivity and

results.

For each issue, specific goals will guide our work and objectives will define how we will achieve those goals. We invite you to join us as we implement this plan. We cannot do it alone. But, together, we can all experience one of the greatest moments in sports. So, step onto the podium with us and take your place on our team as we move ahead with our Gold Medal Strategic Plan 2017 – 2020.

Overview of the strategic planning process

As Special Olympics Southern California entered its final year of the 2012 – 2016 Strategic Plan, the time was right to begin developing a new plan to guide our work for the coming four years. Bridging two significant milestones in SOSC’s history, the 2017 – 2020 Plan will guide us in leveraging the momentum built through the 2015 Special Olympics World Summer Games held in Los Angeles and SOSC’s 50th Anniversary in 2019. The first steps in developing the new plan were to assess key areas of the organization and to identify more broadly our current strengths, opportunities, and performance against the existing strategic goals. To start, the SOSC Board of Directors launched three Task Forces to focus on the following:

Sports – Assessing the sports we offer and our sports seasons Healthy Athletes – Assessing our current Healthy Athlete (HA) Program; learning about HA programs in other states; researching other

heath improvement opportunities; and making recommendations regarding scope of services and overall structure of the program SOSC Organizational Structure – Assessing current SOSC structure, growth plan, geography and opportunity, and determining the most

effective and efficient way for SOSC to be structured moving forward

Soon thereafter, SOSC hired the consulting firm of JFFixler Group to consolidate Task Force research, conduct additional stakeholder research through surveys and interviews, and facilitate the planning process.

In June 2016, Task Forces submitted their recommendations and JFFixler Group presented a summary report of all research with recommendations for strategic action. In July 2016, staff and Board members held a collaborative retreat to review research results, revise SOSC’s vision, and identify the critical issues that serve as the framework for this plan. Teams of staff and Board members developed draft goals and objectives at the retreat with teams continuing to refine the work through August and September. The plan was submitted to Senior Leadership and SOSC’s Board of Directors for final review in October 2016.

Vision

Acceptance, inclusion, and well-being for people with intellectual disabilities through sports.

Mission

The mission of Special Olympics Southern California is to provide year-round sports training and athletic competition in a variety of Olympic-type sports for children and adults with intellectual disabilities, giving them continuing opportunities to develop physical fitness, demonstrate courage, experience joy and participate in a sharing of gifts, skills and friendship with their families, other Special Olympics athletes and the community.

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Guiding Principles

• Our athletes always come first.• Honesty, integrity, and mutual respect are the core principles of the organization, and we pledge to treat all athletes, coaches, volunteers,

staff members, and donors according to these principles.• We pledge that all decisions will be made in support of our mission and that all resources should be optimized for the direct benefit of our

athletes.• Our employees and volunteers are dedicated to providing our athletes with a quality, safe, inclusive, life-changing and fun experience.• We believe all communication between SOSC constituents should be conducted with the highest levels of respect and professionalism

thereby maintaining the integrity of Special Olympics Southern California. • We encourage our donors’ active participation throughout our movement so they can experience first-hand how their support impacts our

athletes.• We believe in recruiting and training the best coaches and other volunteers and providing them with the tools and education for them to be

successful.• We believe in recruiting and training the best employees, and we strive to develop opportunities for them to successfully utilize their

strengths, abilities, and experiences.• We are committed to building relationships between athletes and communities, and support every opportunity for all constituents to

connect in meaningful ways thereby improving each other’s lives.• We strive to combine our skills, talents, and actions to work as a team and encourage, include, and accept all voices.

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Critical Issues

A. Advance quality sports and programs.B. Build a strong team. C. Communicate strategically.D. Develop sustaining resources.E. Establish efficient systems and processes.

Critical Issue A: Advance quality sports and programs (Lead: Jan P.)

Goals & Objectives Timeline/Due Dates

Person(s) Responsible

Goal 1: Increase capacity to reach more athletes with quality programs. (Lead: Jeff Van Fossen & Jen Keurulainen)1a. Recruit more Local Program Coordinators (LPCs), leadership volunteers, and coaches to support more athletes.

i. Develop a plan for growth within all Regionsii. Create an enticing and descriptive proposal on Local Programs to recruit LPCsiii. Develop a prospect list of LPC candidates from existing volunteers and other groups iv. Create a Local Program Development team to establish and share best practicesv. Implement the plan for growth within all Regions

20172017201720182018-2020

Tim, Wendy, JesusBrian R., Teresa

1b. Implement the year-round sports plan developed by the 2016 Sports Task Force.i. Develop implementation plan and prepare Regions for execution in 2018ii. Implement changes into Regions and Chapter Games

20172018-2020

Nick, Teresa, & Lindsay

1c. Ensure consistency in Regional Sports operations while allowing for Regional differences and challenges.

i. Create a plan for standard operating methods for Regional Sportsii. Implement the plan for standard operating procedures for Regional Sports

20172018-2020

Jody, Rachel, & Zach

1d. Standardize Sport Rules to provide quality and consistent competition through the Regions.i. Review rules for all sports to identify and resolve inconsistencies in contentii. Implement standardized format for all sports rulesiii. Continue to monitor consistency and quality of competitions

201720182019-2020

Michael, Teresa, & Brian R.

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Goal 2: Increase school programs and develop transition strategies to connect school and community programs. (Lead: Mel Erdmann)2a. Establish 150 Champion Schools.

i. Develop annually a list of prospect schools for each Regionii. Approach schools on the list with goal of enlisting as Champion Schoolsiii. Develop and implement individual plans for interested schools

2017-20202017-20202017-2020

StacyRoxanneMel E. Mel E., Brian R.

2b. Optimize relationships with partners to support School Programs through:i. California Interscholastic Federation(CIF): communicationii. School districts: communication, staffingiii. Host Town leaders: assist with access to community leaders, facilities, etc.iv. Colleges: facilities, student and staff volunteers, Unified Sports programsv. Municipal recreation departments: facilities, staff, Unified sports programsvi. Service organizations: fundraising, volunteers, access to community leaders,

communicationvii. Government: funding

2017-20182017-202020172017-20202017-20202017-2020

2017-2020

Brian R.Mel E.Brian R.David A., Laura M.Bill F.NicholasDavid A.

Mel E., Dustin

2c. Connect school athletes to community programs.i. Identify successful strategies used by other SO programsii. Develop plan and launch 3 pilot programsiii. Implement in all Regions

201720182020

JesusJesus

Goal 3: Expand Health and Wellness initiatives to enhance athlete health. (Lead: Jeff Van Fossen &/or Jesus Cabrera)3a. Expand existing Healthy Athletes program into Regions and schools.

i. Explore options in each Region and with schools and districts ii. Develop plans and launch pilot programsiii. Expand programs into more Regions and schools (number to be determined in 2018)

201720182020

Wendy

3b. Increase athlete screenings at Chapter Games to achieve 80% participation among athletes participating in Games.

i. Create a systematic communication plan for increasing awareness of HA among families, caregivers, and athletes to increase participation in screenings

2020

2017 Janet C.

3c. Improve athlete health and wellness education, communication, and outreach. 2017-2020 Janet C.

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3d. Establish 350 Team Wellness programs throughout each one of the nine Regions. 20203e. Engage more healthcare professionals as service providers and educators. 2017-2020 Board (Dr. Ramin)

Goal 4: Better understand the impact of SOSC programs on the lives of athletes, families, and volunteers. (Melissa W.)4a. Develop tools and strategies to measure the impact of SOSC programs on the lives of athletes, families, and volunteers.

2017-2018 Amanda, Trang, Shantel, Teresa, Kim V., Tracy

4b. Regularly measure the impact of SOSC programs on athletes, families, and volunteers. 2018-2020

4c. Apply data from these measures to continuously improve upon, and create quality programs. 2019-2020

Critical Issue B: Build a strong team (Lead: Bill S. & Laura S.)

Goals & Objectives Timeline/Due Dates

Person(s) Responsible

Goal 1: Develop and support employees for success. (Lead: Laura S.)1a. Support professional development of employees.

i. Identify resources to support employees in taking responsibility for their own professional development

ii. Review and enhance onboarding procedures for new staff and volunteers to establish clear procedural expectations and understanding of what happens in the Regions

iii. Implement recommendations to support employees’ development into effective “leaders of leaders”

iv. Develop and implement a mentor program for new employees

2017

2017

2018-2020

2018

Laura S.

Laura S.

1b. Strengthen collaboration between HQ and regions and between regions through increased communication, collaboration, and planning.

i. Increase HQ visits to Regions including regular meetingsii. Increase collaboration and consensus between HQ and Regions regarding goals and

actionsiii. Establish regular regional gatherings to identify best practices and resolutions to

challenges

20172017

2018

JVF, LM & SEJVF, LM & SE

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1c. Develop shared accountability in which headquarters and regional employees establish goals pertinent to regional operations.

i. Identify goals that support growth or improve efficiency in regional operations ii. Identify resources, training, or tools HQ and Regions need to accomplish goalsiii. Develop and implement action items to achieve shared goals

201720172017

LS w/ JP & KPOr your designeeOn all

Goal 2: Build organizational capacity through strategic volunteer engagement and leadership. (Lead: Scott & Bill)2a. Continue to develop a strong and engaged Board.

i. Conduct a needs assessment to identify skills, background, or industry representation needed on the Board of Directors

ii. Develop and implement strategies to further engage current board members for their skills and networks

Continue to nurture appropriate and productive opportunities for Board and staff collaboration on strategic initiatives

2017

2018

2017-2020

Jeff K w/Nicki and NomGov

Scott

2b. Identify, develop, and implement best practices in volunteer management across the organization.

i. Expand and improve training, support, feedback, and appreciationii. Streamline volunteer processes to make it easier for individuals to volunteeriii. Develop and implement tools and resources across the Chapteriv. Develop a chapter-wide recruitment plan that leverages technology and positions

current volunteers, employees, and other stakeholders as talent scoutsv. Develop and implement continuity strategies for coaches to sustain the pipeline

2017201720182019

2018 - 2020

Scott & Team“

2c. Expand and strengthen leadership and skills-based volunteer opportunities and support.i. Develop more skilled and capacity-building roles for volunteers inside and outside of

sportsii. Add volunteer engagement to the scope of responsibilities of Regional Leadership

Councilsiii. Leverage corporate partner volunteer experiences as a gateway for participation in

skilled, capacity-building, or leadership rolesiv. Develop and implement strategies to leverage other day of event volunteer experiences

as a gateway for participation in ongoing volunteer opportunitiesv. Identify, develop, and implement training and other resources needed to support

volunteers in leadership and skills-based roles

2017

2018

2018

2018

2017 - 2018

Scott & Team

Scott & Team

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2d. Engage more coaches, local program coordinators, and area directors and enhance their success and retention.

i. Engage coaches, LPCs, and area directors in committees and councils for input and expertise

ii. Identify opportunities for coaches, local program coordinators, and area directors to share best practices

iii. Develop and pilot advanced training both online and in-person iv. Develop and implement Healthy Athletes and health referrals trainingv. Develop continuity strategiesvi. Develop and implement a recognition programvii. Continue to evaluate and refine training and support

2017

2017

20172018201820182019-2020

Scott & Team

“

“

Goal 3: Engage and support more athletes in volunteer roles, including leadership opportunities. (Lead: Dustin)3a. Increase Athlete Leadership opportunities.

i. Build awareness of Athlete Leadership Opportunitiesii. Increase available positions in current programs such as Global Messengers, Regional

Leadership Councils, and Athlete Input Councilsiii. Develop new opportunities for athletes to mentor athletes, serve in volunteer

leadership roles at Games, speak at school events, and others

2017-20182018

2018

Dustin

3b. Provide employees, volunteers, and coaches with training to support and engage athlete leaders.

2017 Dustin

3c. Increase and strengthen training and support for Athlete Leadership roles to ensure athlete leaders are successful.

2019

Goal 4: Engage families, guardians, care-givers and support services staff meaningfully. (Lead: Maurisabel)4a. Develop and implement strategies to increase understanding of the purpose and benefits of Special Olympics.

i. Develop and implement strategies to facilitate networking, learning, and engagement of families at competitions

ii. Develop messages to clarify common misunderstandings about Special Olympics to reduce barriers to participation

2017

2017-2018

Maurisabel

Maurisabel

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iii. Develop tools and media to broadcast these messagesiv. Efficiently collect feedback and contact information for anyone interested in becoming

involved in Special Olympics

20192018

4b. Host Special Olympics orientations for potential athletes and families to increase understanding of the purpose and benefits of Special Olympics, and how they can help the organization.

i. Identify messages, process, and tools necessary to host an orientationii. Engage and train a family members, guardians, care-givers, and support services staff to

host an orientations

20172018-2019

Maurisabel

4c. Increase family member, guardian, and care-giver, and support services staff understanding of the available volunteer opportunities through enhanced communications.

i. Develop an expanded family webpageii. Develop fan mails specifically for family membersiii. Implement an information table at events where families gather

201820182019

Goal 5: Develop a diverse and inclusive team that reflects the communities Special Olympics serves. (Lead: Gina)5a. Recruit staff and volunteers from the diverse communities the organization currently or could serve.

2017-2020 Gina & Scott

5b. Establish partnerships with organizations that already serve diverse communities to garner help with:

i. Translation servicesii. Outreach to families and athletesiii. Volunteer recruitment, including coachesiv. Cultural expertise on how to reach members in SOSC’s footprint

2017201820182018

TBD Comm.

5c. Translate existing Special Olympics materials into languages relevant to the communities Special Olympics is targeting. i. Identify and engage bilingual volunteers who helped with World Games Delegation Services 2017 Scott & team

5d. Identify and understand the changing demographic trends and the impact they will have on the organization.

2017-2020

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Critical Issue C: Communicate strategically (Lead: Kelly P./Brian Sz.)

Goals & Objectives Timeline/Due Dates

Person(s) Responsible

Goal 1: Build on Special Olympics’ strong brand recognition to better educate the public on our programs and mission. (Lead: Jason W.)1a. Create consistency within all marketing and communication materials. 2017 Jason

1b. Develop experiences between supporters and Special Olympics athletes to create life-changing bonds, strengthen the brand, and increase awareness.

2018

1c. Train staff, volunteers, and others on SOSC’s brand vision and pyramid. 2018

Goal 2: Engage current audiences and reach new audiences through strategic external communications. (Lead: Leslie Sundal)2a Educate audiences, including World Games supporters, on the variety of year-round sports, health, and leadership programs offered in Southern California.

i. Conduct research to better understand audiences' attitudes and understanding of Special Olympics Southern California

ii. Apply research results to develop and implement strategies that educate audiences on SOSC's story, mission, programs, audiences, and needs

2017

2018

Leslie

2b. Develop and implement a communications plan with targeted audiences and key messages annually.

i. Continue to leverage the success of World Games by maintaining partnerships developed through the Games

ii. Identify key regional activities and develop a schedule for publishing

2017 – 2020 Brian Sz & PR Committee

2c. Train and support employees, athletes, volunteers, and others to share who we are and what we do.

2019

Goal 3: Increase productivity and impact through improved and consistent internal communications. (Lead: Kelly Pond)3a. Improve communications between HQ, regions, across departments, and functions.

i. Increase awareness and understanding of decisions through weekly Senior Leadership bulletins and regular meetings with all SLT members and other designated staff

ii. Develop systems to ensure effective communication between all levels of the organization

iii. Develop and implement cross-department education sessions and experiences to

2017

2018

Kelly P.

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increase knowledge of all aspects of the organization and build mutual understanding and respect among team members

2019

3b. Leverage technology for efficient communications. i. Increase use of webinars, intranet, and other technology for key communications,

updates, and shared materialsii. Establish systems/processes for best practice sharing and develop easily accessible

online resources

20172017

Leslie

Goal 4: Develop a comprehensive strategy to promote, celebrate, and inspire support around SOSC’s 50th Anniversary. (Lead: Brian Sz)4a. Leverage World Games strategies to promote the 50th Anniversary. 2017-2019 Brian Sz

4b. Incorporate the 50th Anniversary into communications to increase athlete participation, recruit volunteers, nurture new and existing partnerships, and enhance fundraising.

2018-2019

4c. Engage volunteers in the planning and implementation of 50th Anniversary events.i. Develop and implement a plan to engage all Board of Directors actively to leverage the

50th anniversary for increased awareness, participation, and resource developmentii. Recruit teamsiii. Engage teams in planningiv. Implement the plan

2018-2019

201720182019

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Critical Issue D: Develop sustaining resources (Lead: Kris & Michele)

Goals & Objectives Timeline/Due Dates

Person(s) Responsible

Goal 1: Increase revenues to accommodate program growth. (Lead: Michele Latimer)1a. Build a comprehensive annual development plan that includes long term strategies

i. Build new methods of giving to increase sustained supportii. Develop new sponsorship opportunities focused on programs and activities that have

not been sponsored in the pastiii. Identify additional government funding that is available within California and on a

federal leveliv. Develop giving campaigns around organizational milestones including the 50th

Anniversary and reaching benchmark athlete growth goalsv. Research, identify, and implement new partnership initiatives and opportunities with

healthcare providers in support of Healthy Athletes

2017-20202017

2018

2018

2018

Michele L.Kris D.

1b. Maximize return on investment (ROI) of fundraising events and grants.i. Research and use current ROI calculation tool to plan and scale events; will include

estimate of staff time and general overheadii. Determine how community impact is measured to establish ROI thresholdsiii. Secure relevant information on event attendees for future engagement iv. Provide committee members with a list of expectations at the inception of each event’s

planning process to hold them responsible for the contributions they commit to v. Engage and train volunteers to manage events/logistics

2017

20172017-20202017-2020

2017-2020

Brandon T.

Melissa W.Trang N.Kris D.

Luke F.

1d. Increase individual giving.i. Create campaign for annual mission gifts/monthly givingii. Enable tracking of monthly giving in Raiser’s Edgeiii. Use special events as major gifts pipelineiv. Research success of SOI’s planned giving initiativev. Develop and conduct appropriate giving campaign for volunteersvi. Engage RLC members to solicit personal spheres of influence

201720172017201720172017-2020

Michele L.Jennifer D.SashaViolette P.Scott/MaureenMichele’s Team

1e. Enhance benefits for new and existing corporate partners and individual donors.i. Review/refine benefit packages; develop appropriate sponsor and donor recognition to

financial commitment level

20172017

Brandon T.Dustin

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ii. Identify athlete-centered benefits and connections iii. Develop team-building opportunities for corporate partnersiv. Create value consistency among special eventsv. Identify value of benefits based on number of attendeesvi. Communicate athlete success metrics to donors [vii.] Develop appropriate sponsor and donor recognition to financial commitment level

20182018201720172017-2020

SashaSashaMelissa W.

1g. Increase collaboration with other organizations, Special Olympics programs, community groups, and corporations.

2017-2020 Luke F.

Goal 2: Control costs. (Lead: Janet Rose)2a. Increase in-kind and discounted services

i. Train staff on securing in-kind goods/servicesii. Include in-kind specific instructions in contract review checklist

2017-20202017

2b. Review vendor contracts for better pricing on big ticket items and consolidate purchases to fewer vendors for cost savings.

2017

Goal 3: Improve systems to support resource development. (Lead: Trang Nguyen)3a. Provide tools, training, and education to all employees and volunteers with fundraising responsibilities.

i. Develop a fundraising toolkit for employeesii. Create a fundraising calendar so flag pole events and campaigns are strategically planned

and overlap is minimized wherever possible

20182019

3b. Increase use of Raisers Edge to help build donor pipeline and to document donor history 2017-2020 Trang N.

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Critical Issue E: Establish efficient systems and processes (Lead: Margie)

Goals & Objectives Timeline/Due Dates

Person(s) Responsible

Goal 1: Streamline systems to improve performance. (Lead: Margie)1a. Implement a business process improvement analysis of the following systems and processes:

i. Standardized file naming systemii. Cleaned and organized shared drivesiii. Acknowledgement letter processiv. Contract review process v. Financial systems such as credit card, expense reports, monthly giving processes, etc. vi. Budgeting timeline and process

2017Jennifer & PaulJennifer & PaulPaul & Dev?Scott & MargieJanetMargie & Janet

1b. Implement phased system to bring 100% of all operations in line with SOI’s Program Quality Standards.

2018-2020

Goal 2: Optimize use of technology and systems through education and training of SOSC Team. (Jennifer D. )2a. Review the following capabilities and provide all staff with training to ensure all can leverage them appropriately: Intranet, Raiser's Edge, GMS, Threads, My TRS, Skype, NetCommunity, and others as appropriate.

2018-2020 Multiple leads

2b. Assess the website and improve as necessary. 2018 Brian & Leslie

2c. Explore the benefits and feasibility of a more robust Healthy Athlete data management system. 2019 Jeff VF

2d. Identify organization-wide system for tracking school programs data. 2017 Melissa E.

2e. Standardize current software. i. Provide staff training as new enhancement is implemented, engaging volunteers to help

with that training, where appropriate ii. Keep current with software changes

2020 Jennifer & Paul

2f. Explore and leverage mobile technologies to facilitate access to information, build awareness, and increase volunteer engagement and athlete participation.

2018-2019

Goal 3: Refine and clarify regional boundaries to optimize resources for enhanced productivity and results. (Lead: Bill & Kelly)3a. Launch a task force to review regional boundaries and recommend transition. 2017 Bill S.

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