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5/10/2010

SPECIAL OLYMPICS 2010 GLOBAL CONGRESS

ADVANCE SPORTS & COMPETITION -- OVERVIEW

Track Staffing Session LogisticsTrack Leaders: Deborah Bright, SO Canada; Lee Todd, SOIFacilitator: Lynn Doyle

Date & Time: June 7, 2:00p-530pJune 8, 9:00a-12:00p

Location: Fez 1, Level 1, Palais des Congres

Desired OutcomesBy the end of the track session, delegates will:

Understand and provide formal feedback on the overall Vision and Goals that are in the strategic plan. Provide feedback on which goals they understand and agree with; which they do not understand; and which they disagree

with as a way to achieve the Vision. Comment on whether we should require Programs to build an Athlete Development Model based on participant interest

and identify key parts of such a model at the Program level (3-5). Determine global interest in Unified Sports development and outline major problems with running it across Regions.

Session FormatThis Track will be conducted over two days. Some delegates will remain in the Track for both days. Others will join either for Day 1 or Day 2 only. Tracks will have a leader who will control the meeting..

Day 1 is an overall review of the Vision and goals. Everyone will hear how the Vision was developed and how the goals are designed to help us achieve that vision. Then the delegates will break into discussion groups to discuss the Vision and goals and ask questions or provide input. At the end of this day, delegates will rank tactics in order of importance to achieve goals. Delegates will rate all tactics as: One they understand and see as helpful; One that they either don’t understand or feel is neither helpful or harmful; or One they feel is not helpful or even harmful for programs working toward the Vision. (Tactic = Things we will do to achieve our goals)

Day 2 will be a chance to give feedback on two subjects: 1) Unified Sports; and 2) Sport Development Model. On this day, delegates will be asked for feedback on these issues/proposals and answer questions related to making these things happen at the Program level. This is the day for people who want to delve into more detail on a topic. Delegates will be asked to discuss the “Breakout Questions” which are listed below:

Sport Development Model – Breakout Questions: What is required to identify the maximum potential for each athlete? What would an Athlete Development Model look like at the Program level? What is the main obstacle to having good coach certification programs? Should all Programs offer the Young Athlete Program?

Unified Sports – Breakout Questions: Should every SO Program offer Unified Sports as a key part of their Program? Is it realistic to expect that every Program will offer Unified Sports in at least 10% of sports offered? What are the primary problems for Unified Sports development in each of the Regions? Should we change the way we describe Unified Sports so that we point out that there are two types: “equal skill levels” (for

competition) and “unequal skill levels” (for training or recreation)?


Key Initiative: SPORT DEVELOPMENT MODEL Track Session: Advance Sports & Competitions

Vision 2015: Special Olympics is seen as a global leader in sports providing excellence in coaching, training, and games management at all levels, offering each athlete the chance to develop to their personal best through the development and use of an enhanced athlete and coach model.

What we think we know now: Too few trained coaches and coaches with higher level of sport-specific certification involved with SO. Globally, the number

of coaches went down by 6% while the number of athletes went up by 8%; Coach training materials need to be improved and given to the local Program level. Unified Sports and Young Athletes Programs have been growing but the growth has been only in some regions and still only

includes a very small number of athletes. It is hard to find core information about how to set divisions and SOs competitions, even within our own materials. No set system or explanation of how and why to offer both training and competition. Rules for “divisioning” and competitions are still not well understood, shared nor followed.

Proposed Recommendations for 2011-2015START:

Develop Athlete Development (Improvement) Model providing enhanced training and competition opportunities that work for all ages and skill levels.

Set rules for better training and competitions and increase training for athletes of all ability levels. Establish a Coaches Online School for access to training materials and sharing of best practices. Develop Coach Model that teaches coaches to expect the best out of both themselves and their athletes; develop or

improve a coach certification program that is the same all over the world. Provide coaches with a tool to track athlete performance and progress. Set up partnerships with Sport Organizations, Fitness/Health Organizations, Universities, and Physical Education programs

to recruit coaches, officials, Unified Partners, and offer more competition.

CONTINUE: Grow Unified Sports, Young Athletes, and other sporting opportunities. Increase number of Special Olympics competitions and make sure all competitions use Sport Governing Body rules, and that

the rules for deciding who moves up to the next level of games are enforced. Find other organizations to help us get information to coaches on how to improve, and post links on-line. Promote coaching education at Regional and Program level. Develop recognition program for coaches.

Recommended Business Model – Role of SOI HQ, SOI Regions, and SO Programs

SOI Global HQ SOI Regional Accredited Programs

Develop basic standards for coaches and develop a standard certification system for coaches

Develop basic materials for the Athlete Model and Coach Model

Partner with International Sports Federations

Manage the Sport Resource Teams Develop on-line Coach Academy

Develop and run Train the Trainers seminars to start new Athlete and Coach Models

Partner with Regional Sports Federations and other relevant institutions

Support translation of materials

Offer several models for coaches’ education and track certification

Organize Unified Sports and Young Athletes Programs and other programs that match people with and without ID with Focus on Youth Development.

Start tracking of coach training Work with Sports Organizations, and

Universities to recruit coaches, officials and Unified Partners

Breakout Questions: How could we identify the maximum potential for each athlete? What would an Athlete Development Model look like at the Program level? What is the main problem with doing coach certification programs?


Should all Programs offer the Young Athlete Program?Key Initiative: UNIFIED SPORTS Track Session: Sports & Competitions

Vision 2015: Special Olympics will become a Movement of experiences that bring together people with and without ID; with at least 25% of our athletes participating in Unified Sports opportunities.

What we think we know now: Unified Sports is a way of achieving SO goals in personal improvement and relationship building. Unified Sports fulfills the organization’s promise around acceptance in the community and skills development. Globally we still face challenges with respect to matching ability levels of Unified athletes and partners effectively. The idea of Unified/inclusive participation in sports still faces resistance in certain areas of the world. Some people think that Unified Sports rules and frameworks are difficult to follow. With Unified Sports® participation going up by 57 percent in 2009, Unified Sports® is the fastest growing Program in Special

Olympics. For the third year in a row, participation in Unified Sports® continues to grow from 28 percent growth rates achieved in 2006 and 2007, to 35 percent growth rate in 2008, and 57 percent growth in 2009. However, growth remains uneven across Regions as well as across athlete and partner groupings.


Requiring proof of at least one type of inclusive or Unified Sports programming in every program. Training for Program leaders in how to establish and support Unified Sports programs. Rewarding Programs with Unified Sports programs by allowing access to more grants and sponsored Unified competitions

as well as seeking Unified competition opportunities at major mainstream events. Evaluate “Mentoring Division” concept to address equal ability level rules for setting up a team and going to competition.

CONTINUE: Offering Unified Sports at Regional and World Games. Sharing best practices and communication between programs offering Unified Sports. Checking to see who is doing Unified Sports by Athlete Census.


SOI Global HQ SOI Regional Offices Accredited Programs Promote Unified Sports as a priority Develop and update rules for doing

Unified Sports (including new explanation of the “Mentor Division” for recreation or training

Develop templates for resource generation and fundraising

Put Unified Sports at the center of Special Olympics’’ efforts to become an agent of change at schools

Create Regional goals and plans for Unified Sports implementation and growth; work with Accredited Programs to develop country/state-specific Unified Sports targets

Establish Program-specific growth target for Unified Sports in at least 10% of the sports offered

Breakout Questions Should every SO Program offer Unified Sports as a key part of their Program? Is it realistic to expect that every Program will offer Unified Sports in at least 10% of sports offered? What are the primary problems for Unified Sports development in each of the Regions? Should we change the way we describe Unified Sports so that we point out that there are two types: “equal skill levels” (for

competition) and “unequal skill levels” (for training or recreation)?


BUILD COMMUNITIES -- OVERVIEW

Track Staffing Session LogisticsTrack Leaders: Yolanda Eleta de Varela, SO Panama; AnnMarie Van weirengen, SO South Africa Facilitator: Susan Lenox


Location: Rissani Ballroom, Atlas Asni Hotel

Desired Outcomes Understand and comment on the overall Vision and Goals of this part of the Strategic Plan. Provide feedback on which goals and targets they understand and agree with; which they do not understand; and which

they disagree with as a way of achieving the Vision. Identify what Special Olympics must provide to increase the number of Programs offering Athlete Leadership programs Outline ways to get families more involved across levels of the organization. Find ways to get more youth involved and best practices for keeping youth involved. Outline best practices for sports/health integration.

Session FormatThis Track will be conducted over two days. Both days will follow the same format.. The track will have a leader who will control the meeting..

In each session: There will be a review of the Vision and goals for this part of the Strategic Plan. Everyone will hear how the Vision was developed and how the goals are designed to help us achieve that vision. Then the delegates will break into discussion groups to comment one on four of topics: 1) Athlete Leadership; 2) Families; 3) Healthy Athletes; and 4) Youth. Delegates will be asked to answer the Breakout Questions listed below.. This is a chance for people who want to talk in more detail on a specific topic.

Athlete Leadership & Enablement – Breakout Questions: How do we make the Athlete Leadership Programs better at helping more athletes reach their other life goals such as

independence and employability? Which of the existing ALPs offerings will be most effective in helping us reach the Vision above? How do we evaluate ALPs programming?

Families -- Breakout Questions What are some of the problems people face when trying to find ways to get families more involved in Special Olympics? What roles should different levels of the Movement play in working with families? How can we best use internet-based family communication and support in the next five years? What DOES a quality Special Olympics Program look like in the areas of Family support and involvement?

Healthy Athletes -- Breakout Questions: What are the challenges with offering effective, on-going health programs down to the local level? What are the most important health services for your program to deliver to SO athletes? How can sport and health programs be brought together?

Youth -- Breakout Questions What obstacles exist that prevent us from getting more youth involved as volunteers and program leaders? What roles are best suited to youth participation? What roles should be off-limits to youth?


Key Initiative: ATHLETE LEADERSHIP Track Session: Building Communities

Vision 2015: Special Olympics will become a Movement that uses Athlete Leadership training to build partnerships in our communities that improve the lives of athletes and the communities that surround them by getting people to work together. We can do this by making sure that at least 10% of our athletes will have completed at least one Athlete Leadership Training and fulfilled a meaningful leadership role at the Program level.

What we think we know now: Athlete Leadership Programs (ALPs) is a good way of reaching SO goals in the areas of athletes speaking for themselves,

relationship building, and various component skills of leadership, fighting for rights, and governance. SO has a good history related to offering ALPs programs and the challenges and opportunities that come with it. ALP’ s fulfills Special Olympics promise of being Athlete Centered and Athlete-Led. ALP’s training and real-life experience builds confidence, skills and employability resulting in an improved quality of life. Recognition of athlete ability and potential is still a challenge. Some people still don’t believe that athletes should be on boards, and that is why it isn’t done in some places. ALPSs training and the idea of athletes in leadership roles are thought of as not required at the Program level. In 2009 ALPs Programs grew by 4.5%. Six of the seven Regions expanded ALPs, most notably Asia Pacific and the Middle

East/North Africa which both grew their ALPs programming by over 80%. Despite these advances, less than 1% of Special Olympics athletes participate in ALPs.


Requiring proof of athletes in leadership and employee roles as part of regular program evaluation. Training for Program leaders in how to include athletes on boards and committees and how to support them. Requiring proof of Athlete Input Councils in all Programs Naming and supporting high quality ALPS programming through our various grant programs

CONTINUE: ALPs training in public speaking (Global Messenger) and Governance at the Program level. Input Council training and support networks Monitoring ALPs training and participation via Athlete Census.

STOP: ALPs funding for any proposal that does not include training of BOTH athletes and Program leadership.


SOI Global HQ SOI Regions Accredited Programs Say from the top that ALPs in

important Develop and update ALPs training and

rules for offering it. Develop ways to use ALPs in

fundraising Position ALPs at the center of SO. Develop global standards for quality

participation of athletes on Boards and as program employees

Create Regional goals and plans for ALPs growth; work with Accredited Programs to develop country/state-specific ALPs targets

Establish Program-specific ALPs plans that result in at least 10% of athletes in documented leadership roles.

Comply with the global standards on quality athlete participation on the Board as well as meeting a new rule on hiring athletes in Program offices.

Questions for Engagement at the Global Congress How do we make the Athlete Leadership Programs more extensive and robust to help more athletes achieve the associated

broader life goals such as independence and employability? Which of the existing ALPs offerings will be most effective in helping us reach the Vision above? How do we evaluate ALPs programming to determine if it is both meaningful AND worth our investment of time and

resources?


Key Initiative: FAMILIES Track Session: Building Communities

Vision 2015: Special Olympics is a Movement that celebrates and supports athletes and families as they share a sense of purpose and pride/confidence with the Special Olympics athlete who is a member of their family. As their pride, confidence and sense of purpose grows, Special Olympics is prepared to address family interests and needs at all levels of the movement.

What we think we know now: Special Olympics family members are not all alike. Some are very interested in Special Olympics, and others are not at all. Some community-based programs are built on a lot of good family participation, while others do not involve families at all. Family members can be very good spokespersons for the Movement. Right now Special Olympics family leadership opportunities are offered or not offered because of differences at the

Program and sub-Program level. Family services and support programs exist at the local level without an overall global system. Special Olympics does not offer a clear program of family involvement opportunities and support. Family recognition opportunities exist only in some places and mostly at the local level.


Creating ways to find out what families are interested in and what they need to be happy with their roles in Special Olympics – writing a plan for family involvement at all levels of Special Olympics rewards for actively doing things.

Finding and training family members to become active community builders for their own family and for other families. Making sure that all Programs can show how they involve families at all levels of their Program. Requiring proof of family programming as part of regular program evaluation.

CONTINUE: Global Family Leaders program as a source of input for HQ and Regional Family Programs. Family (especially sibling) involvement in Unified Sports and Program leadership where already established. Options for family support and recognition at all Special Olympics events.


SOI Global HQ SOI Regions Accredited Programs Develop a family involvement model

– guidelines for playing a role and becoming a part of the program and the community

Family stories of change should be used as a basic element of the brand as an effort to share the pride experienced through Special Olympics.

Develop regional models for family recruitment, involvement, and recognition as a means of helping programs address family interests and concerns.

Encourage and support family committees at all levels of the Program

Questions for Engagement at the Global Congress What are some of the problems people face when trying to find ways to get families more involved in Special Olympics? What roles should different levels of the Movement play in working with families? How can we best use internet-based family communication and support in the next five years? What DOES a quality Special Olympics Program look like in the areas of Family support and involvement?


Key Initiative: YOUTH Track Session: Building Communities

Vision 2015: Special Olympics will become a Movement where young people with and without intellectual disabilities play in Unified Sports, Young Athletes, cheer teams, volunteerism, and leadership development activities worldwide. Youth will become a major part of the Movement, matching athletes 1:1 and forming a part of governance structures at all levels of the Movement.

What we think we know now: Youth play active roles in Special Olympics as unified partners, spokespeople for the movement, supporters of campaigns,

volunteers and coaches. Involving youth in SO is a good way of changing negative attitudes and building a culture of inclusion. Special Olympics has begun using the power of social media (Facebook/Twitter) to promote the mission of Special Olympics

and involve youth as fans, however this idea could be used by more people and in a more organized way. Youth do not now play any role in SO governance and their leadership potential is not being used. Keeping youth within the Movement is very important, but we need to find new ways to do that.


Special Olympics will find more youth aged 8-22 to serve as Unified partners, volunteers, spokespeople, and fans to match that of athletes within this age group by 2015

Involving youth at governance levels to create a youth led movement that results in youth supporting athletes on a 1:1 basis; Including young leaders on Accredited Program Boards of Directors.

Finding and keeping 50% of youth registered as volunteers in projects, events and/or volunteer work at all levels. Include people up to the age of 21 as YOUTH to ensure that colleges and universities can be included in youth campaigns. Naming and rewarding thoughtful youth programming through various grant programs.

CONTINUE: Provide consistent opportunities for young people with and without intellectual disabilities to be involved in Unified Sports

Young Athletes, cheer teams, volunteerism, and leadership development activities worldwide. Using the powerful platform of social media to recruit, involve, and retain youth.


SOI Global HQ SOI Regions Accredited Programs

Lead a dynamic social media campaign that can also be done at different levels of the Movement

Name youth as an important part of the brand moving forward with young people involved all across the Movement

Develop creative roles for youth, ways to keep them involved and rewards for speaking up for Special Olympics.

Create Regional goals and plans for youth involvement and growth; work with Accredited Programs to develop country/state-specific youth targets

Set up youth implementation plans that result in a match of youth to athletes at 1:1 by 2015

Where possible, utilize social media as a means of finding and keeping youth

Determine approach to have youth leadership on boards and committees.

Questions for Engagement at the Global Congress What obstacles exist that prevent us from getting more youth involved as volunteers and program leaders? What roles are best suited to youth participation? What roles should be off-limits to youth?


Key Initiative: HEALTHY ATHLETES Track Session: Building Communities

Vision 2015: All Special Olympics Programs will offer athletes ways to access health screening, education, health improvement, and referral services.

What we think we know now: Special Olympics has built a growing health screening program over the past 10 years that has served 1 million athletes,

trained 120,000 health professionals and reached more than 100 countries. Right now, 102 Special Olympics Programs have offered Healthy Athlete services Many persons with intellectual disabilities (ID), including SO athletes, have been proven to have diseases that have not

been treated by a doctor, and almost no opportunity for health improvement. Health professionals have little to no training and experience in treating people with ID. Public policies do not do a good job of supporting health care or health improvement for people with ID. This program may not yet fully address the global range of local health needs, who gets to see a doctor, or cultures. More money and time will be needed to make access to essential health services open to SO athletes around the world so

that they can train and compete safely and without pain.


Making each SO Program and Region have some health goals and planned ways to improve the health of athletes; Improving HA systems to better address global differences in need, systems, and culture; Asking Regional/Program-level HA to raise their own money by actively looking for sources of cash, VIK, and government

support Running a good system to make sure we get required reports to SOI on time for Healthy Athletes grants

CONTINUE:

Scheduling athletes at Healthy Athletes events to make sure more athletes are served Making good decisions about how to use the little money we have in areas with the greatest need Promoting Healthy Athletes events and results as part of education and fundraising Making sure that when we report results of health screenings we can use those results later for showing people what we do

and why.

STOP: Awarding large HA grants to Programs that have not come up with a way to keep the program going.


SOI Global HQ SOI Regional Offices Accredited Programs Continue a committed leadership

position in the area of health Continue to update guidelines and

find new areas of health programming opportunity

Set up and support training of new clinical directors

Develop ideas for finding money and people and for using health activities in the fundraising arena

Develop good ways to share information to support HA

Make suggestions about the best ways to use grant money in Regions

Support Program-specific health planning

Make sure follow the rules for asking for a grant, doing an event, and filling out final reports for HA

Actively look for and report cash and VIK given to HA

Help promote new and better ways to offer HA services

Set up Program-specific objectives for health programming

Actively seek cash and VIK resources and volunteers

Commitment to grant making and filing reports in a timely way

Work to find out what Clinical Directors need

Questions for Engagement at the Global Congress What are the challenges with offering effective, on-going health programs down to the local level? What are the most important health services for your program to deliver to SO athletes? How can sport and health programs be brought together?


CONNECT FANS & FUNDS -- OVERVIEW

Track Staffing Session LogisticsTrack Leaders: Marc Edenzon, Terry Richey, Joan WheatleyFacilitator: Nancy Rawles


Location: Rissani Ballroom, Atlas Asni Hotel

Desired OutcomesBy the end of the Congress, delegates will:

Understand and provide comments on the overall Vision and goals of this part of the Strategic Plan. Provide feedback on which goals and targets they understand and agree with; which they do not understand; and which

they disagree with as a way to reach the Vision. Outline key ideas that can be used to help athletes who want to assist as fundraisers and how ideas must be adjusted for

different parts of the world. List common needs and/or problems with a global fundraising campaign. Find out which brand images and messages Congress participants think are the best for Special Olympics.

Session FormatThis Track will be conducted over two days. Some delegates will remain in the Track for both days. Others will join either for Day 1 or Day 2 only. Tracks will be professionally facilitated.

Day 1 is an overall review of the Vision, Goals, and Tactics. Delegates will hear how the Vision was developed and how the ideas suggested in the plan are designed to help us achieve that vision. Then the delegates will break into one of 5 discussion groups to discuss specific Strategies and Tactics. Each group will be asked to rank ideas from best to worst for each Strategy in this part of the plan. Delegates will rate all of the tactics as: One they understand and see as helpful; One that they either don’t understand or feel is neither helpful or harmful; or One they feel is not helpful or even harmful for programs working toward the Vision.

Day 2 people will join in-depth discussion and feedback on three of the pillars strategies: 1) Athlete as Fundraisers; 2) Integrated Campaign; and 3) Strengthening our Brand. This is the day for people who want to delve into more detail on a topic. Delegates will be asked to discuss the “Breakout Questions” which are listed below:

Athletes as Fundraisers – Breakout Questions: What are the primary ways in which athletes can help with fundraising and which of those ways could be used by most

Programs across the movement? How do we make sure that athletes do not feel that we are asking them to “pay their way” for Special Olympics

participation by helping with fundraising? What is different about our Programs that would affect our ability to make this type of athlete fundraising program

movement-wide and can they be overcome?

Integrated Campaign -- Breakout Questions: What areas of opportunity are there for a campaign that would be the same all over the world? What are the needs we

share in common? How will we get people who might give us money to understand our message? What will inspire donors to give more? What problems might keep us from being successful at running a single, global fund raising campaign and how would we

solve those problems?

Strengthening our Brand -- Breakout Questions: What messages and images work with people in your locale? What do you believe are the core messages of Special Olympics? Who do you believe are the most vital audiences for which Special Olympics should target its brand messaging? Why?


Key Initiative: ATHLETES AS FUNDRAISERS Track Session: Fans and Funds

Vision 2015: Engage athletes in building a program in which they can learn and contribute through their active fundraising efforts.

What we think we know now: Athletes are the core of Special Olympics and many would like to contribute to fundraising for the movement. Some Programs already allow athletes to help with fundraising activities. This is an area of ability taught in ALPs. Fundraising activity can contribute to skill building and self-confidence. An organized fundraising plan could help us get more funding and visibility for Special Olympics. The movement would benefit from an organized, consistent way to support athletes as fundraisers. A standard set of guidelines would ensure integrity through organized plans for involving our athletes in fund raising.


Work with our athlete community to decide on the best approach to fundraising. Build a system for athlete fundraising including training, support and recognition. Grow the program to a level that all interested athletes can participate

CONTINUE: Understanding that each athletes has his or her own interests and talents as we look for ways to support those athletes

who want to help with fundraising Honoring the ideas in our General Rules about rules for athlete costs. Involving athletes as we build important programs in which they will be involved is essential.

STOP: Pre-determining what athletes can and want to do in regard to fundraising.


SOI Global HQ SOI Regions Accredited Programs Research best practices outside the

movement for participant fundraising.

Build a business plan on how a fundraising program that includes athletes would work.

Find funding to launch the program. Build training needed for success.

Find out which Programs already involve athletes in fund raising.

Determine Program by Program interest in participating in this initiative.

Customize program and training to meet needs of the region and host training sessions

Engage athletes in providing feedback on a fundraising program.

Participate in training and recognition programs.

Questions for Engagement at the Global Congress What are the primary ways in which athletes can help with fundraising and which of those ways could be used by most

Programs across the movement? How do we make sure that athletes do not feel that we are asking them to “pay their way” for Special Olympics

participation by helping with fundraising? What is different about our Programs that would affect our ability to make this type of athlete fundraising program

movement-wide and can they be overcome?


Key Initiative: INTEGRATED CAMPAIGN Track Session: Fans and Funds

Vision 2015: Build a global fundraising campaign to seek major gifts from people and foundations to fund a set of programs that we all agree on.

What we think we know now: Fundraising campaigns provide organizations with the opportunity to develop clear priorities and build a strong case for

support. Campaigns inspire donors and provide an “ask” that can be much larger than any single program can develop alone. Campaigns also provide ways to involve volunteers in helping us raise money During the five year window of the strategic plan, it would be helpful to our major gift fundraising efforts to create a

campaign for Special Olympics around some aspect of growth that we all feel is important. That campaign can be as focused as one for “coaching excellence” or as broad as “global growth”.


Find a shared need that can benefit all Programs and will make sense to donors. Develop a case for support around that shared need. Find people who might give to the campaign from all regions and who can help find those people who might give and then

to ask them for money. Find a group of key volunteers to help oversee the campaign and finding the people who might give and set up the

meetings that must happen if we are to be successful. Develop processes for organized communication about our fund raising program.

CONTINUE: Building strong annual giving programs so that the campaign can focus on growth opportunities. Building relationships with key supporters so that we have a broad base to seek campaign gifts.

STOP: Working in silos from each.


SOI Global HQ SOI Regions Accredited Programs Build agreement on campaign need(s) Conduct a study to see how much

money we would need to reach our goals.

Find people who might give for the highest level gifts for the campaign

Assist in developing the campaign need and case for support.

Find and talk to people in each region who might give.

Identify potential global needs that can be funded through a campaign

Find and talk to people in each region who might give

Questions for Engagement at the Global Congress What areas of opportunity are there for a campaign that would be the same all over the world? What are the needs we

share in common? How will we get people who might give us money to understand our message? What will inspire donors to give more? What problems might keep us from being successful at running a single, global fund raising campaign and how would we

solve those problems?


Key Initiative: STRENGTHENING OUR BRAND Track Session: Fans and Funds

Vision 2015: Clarify and simplify our brand (Basic) messages and story to make people see how important Special Olympics is to make sure that we say the same thing in all Special Olympics Programs.

What we think we know now: Special Olympics is an organization that is made up of many smaller programs who share a common message and purpose. The primary link between our programs is a shared mission and the how we talk about that mission Understanding what we all have in common is important to remember when we talk about Special Olympics and why it is

important. We will earn greater support if we can all describe who we are, what we do, and why it matters. What the public thinks when they hear Special Olympics may not make them want to support us at the levels we need to

grow. To grow as much as we need to serve our community, we must find a way to move the brand (what people think or feel when they hear Special Olympics) from “nice” to “important”.


Having greater focus on what we want people to think when they look at the pictures we use or words we say when talking about Special Olympics.

Giving Programs ideas or materials that help us all have the same messages Doing studies to see what people INSIDE Special Olympics think and feel about Special Olympics and use those ideas to help

us decide what messages to use when we talk to people outside of Special Olympics.

CONTINUE: Using the General Rules as the way to make sure everyone uses the same messages. Improving the rules and suggestions we give people about how to talk about Special Olympics. Changing the our story in a way that shows the true values of the movement.

STOP: Creating side programs that do not fit with our overall messages.


SOI Global HQ SOI Regions Accredited Programs Find ways to figure out what people

from across the organization think and feel when they think of Special Olympics.

Create a standard message for everyone to use and then test it with different groups to see how they react.

Launch an updated brand guide that programs can use in their locale.

Assist headquarters in building agreement on branding aspects including visuals and messages.

Assure that cultural differences are accounted for in the messages we all agree to use.

Help roll out the new brand guide.

Share insights and inputs on branding and “what works” locally.

Evaluate ideas on how to use guidebook on what messages to use.

Adopt final brand guide rules.

Questions for Engagement at the Global Congress What messages and images work with people in your locale? What do you believe are the core messages of Special Olympics? Who do you believe are the most vital audiences for which Special Olympics should target its brand messaging? Why?


DEFINE MOVEMENT LEADERSHIP & ESTABLISH SUSTAINABLE CAPABILITIES -- OVERVIEW

Track Staffing Session LogisticsTrack Leaders: David Rutherford, Doug StevensFacilitator: David Thomason


Location: Koutubia Room, Level 1, Palais des CongresDesired OutcomesBy the end of the track session, delegates will:

Understand and provide comments on these two sections of the Strategic Plan. Provide feedback on which parts of the plan they understand and agree with; which they do not understand; and which

they disagree with as a way to meet our goals. Describe the kind of person who we think would be the “ideal” SO Leader and what we would include in a program to

people become better leaders. Describe what we think Programs need to ask themselves to see if they are doing a good job, and then suggest ways to put

that in a Program Evaluation/Development System. Outline most promising areas for saving money or time by doing things together instead of as separate programs.

Session FormatThis Track will be conducted over two days. Some delegates will remain in the Track for both days. Others will join either for Day 1 or Day 2 only. Tracks will be professionally facilitated.

Day 1 is an overall review of the Vision, Goals, and Tactics. Delegates will hear how the Vision was developed and how the ideas suggested in the plan are designed to help us achieve that vision. Then the delegates will break into one of 2 discussion groups (one for Sustainable Capabilities and one for Movement Leadership) to discuss specific Strategies and Tactics. Each group will be asked to rank ideas from best to worst for each Strategy in this part of the plan. Delegates will rate all of the tactics as: One they understand and see as helpful; One that they either don’t understand or feel is neither helpful or harmful; or One they feel is not helpful or even harmful for programs working toward the Vision.

Day 2 people will join in-depth discussion and feedback on four of the suggestions in the strategic plan: 1) Leadership Development; 2) Program Development & Evaluation; 3) Global Recognition; and 4) Shared Services. This is the day for people who want to delve into more detail on a topic. Delegates will be asked to discuss the “Breakout Questions” which are listed below:

Leadership Development Breakout Questions: What makes someone a good leader for Special Olympics? We will develop a system for finding, training and helping People become better leaders: What should be included? Training for Program and Sub-Program leaders will be created. Where should it start, what should it include and who should

deliver it? As Special Olympics looks for new ways to find, support and keep new leaders, what programs should we focus on?

Expanded EKS Fellowship Program? Program Exchanges?Program Development and Evaluation Breakout Questions:

What parts of running a Special Olympics Program should be included in a Program evaluation system? How should Program and Regional differences be noted as we find ways to say how well a program is being run? What should Special Olympics leadership do to maximize learning and development?

Global Recognition Breakout Questions: We will develop a Global System for recognizing Programs and People: What awards should be given? Is there a way to

design this system to help efforts at the Program level?

Shared Services Breakout Questions: What are the most promising ideas in your program and region for shared services? What are the business and cultural problems we might face if we try to all buy from the same people?


Key Initiative: LEADERSHIP DEVELOPMENT Track Session: Movement Leadership

Vision 2015: Special Olympics will become a Movement that finds and keeps the people it needs to fulfill its mission. Special Olympics will find and support the people who make Programs successful by talking about the unique potential Special Olympics can offer them, through regular training and development, and through ongoing support that will help them to succeed.

What we think we know now: SO has many great volunteers and staff people around the globe. Good leadership has been identified as one of the reasons for the most successful programs being successful. Finding and

keeping these people is important to the success of Programs Training of SO leadership is good in some places and doesn’t happen at all in others. Training for Program and sub-Program leaders has existed in several forms over the years, and a great deal of time went in

to designing those modules. We need to look at them again. Globally we still face problems when it comes to recognizing the need to attract good leaders and building a culture that

uses their energy and talent to help our Programs grow.


Developing a way to attract, train, develop and retain the people Special Olympics needs to succeed. Building training for Program and sub-program leaders in good ideas for running programs.

CONTINUE: Program level Training, where it exists – but list such efforts so we can go talk to those people about what they do Programs such as the EKS Fellows as a means of developing new leaders

STOP: Equating Leadership with power, and instead looking for examples of good leadership.


SOI Global HQ SOI Regions Accredited Programs Commit to spending money on

leadership development throughout the movement.

Develop a Global Leadership Development plan that includes training, re-training, planning to move to the next job, and awards.

Develop position statements leveraging Leadership Development in fundraising

Put Leadership at the center of messages about SO

Create Regional plans for naming good leaders from different groups such as Families, Volunteers, Athletes, etc.)

Commit to regular training and support for key leadership in both Program management and leadership development.

All Programs use a plan to attract, train, develop and keep the people Special Olympics needs to succeed.

Questions for Engagement at the Global Congress What makes someone a good leader for Special Olympics? We will develop a system for finding, training and helping People become better leaders: What should be included? Training for Program and Sub-Program leaders will be created. Where should it start, what should it include and who should

deliver it? As Special Olympics looks for new ways to find, support and keep new leaders, what programs should we focus on?

Expanded EKS Fellowship Program? Program Exchanges?


Key Initiative: PROGRAM DEVELOPMENT & EVAL Track Session: Movement Leadership

Vision 2015: Special Olympics will recognize good Programs and create a way to evaluate Programs. We will encourage comparison of Program performance in order to help Programs learn from each other. When we compare how well Programs are run we will take into account things that may affect how easy or hard it is to run the programs such as money, volunteers, and politics but also recognize that even those programs with the least money and most problems can be the best in the world in some parts of our work. Special Olympics will encourage Program self evaluation, encourage planning for growth and allow for award programs that are fair. The measurement of athletes how well athletes do in sports and the measurement of how satisfied athletes are with their Special Olympics experience will be one of the most important parts of the evaluation system that is developed.

What we think we know now: The current Program Development System (PDS) offers an excellent starting point to achieve the vision stated above

however, there may be other ways of evaluating programs that are worthy of consideration. Measuring how well a Program runs with scorecards (or Grade Cards) is good way to measure, reward, support and

encourage programs while also helping them learn. Globally we still face challenges with respect to recognition and leadership of SO Programs. The idea of ‘comparing Programs’ is not something everyone likes. Some people think it is a good activity on many levels.

Others worry that comparing might make people feel bad. It is very important that the reason for comparison is stressed. The purpose is to help people learn and development and not to reward or punish.

The concept of “tiers” of programs has been rejected because it can lead to negative labeling; separates programs; is not a good enough tool to point out the reasons for different levels of quality amongst programs.


A global effort to develop a new Program Development System (PDS) so scorecards can be created for all parts of SO Training Regional Staff and Program leaders on the value of checking their progress against PDS criteria Requiring proof that a Program checks it progress regularly and then shows improvement based on what it found.. Making decisions about Christmas Record Trust grants based on progress made on the Scorecard

CONTINUE: PDS tracking as done for the Reach Report and Athlete Census Support for all Programs in working on self-assessment and planning

STOP: Accepting plans or grant applications from any Program that are not based on PDS/Scorecard assessments and showing

progress on the metrics included there unless there are reasons for not doing the assessments or making the progress expected.


SOI Global HQ SOI Regions Accredited Programs Re-assert a leadership statement in

the area of Program Evaluation. Develop a PDS and regularly update

PDS training and use requirements Write statements on how to use PDS

as a tool for self-evaluation and program planning

Create Regional goals and plans for PDS implementation that result in 100% of Accredited Programs having goals for getting everyone in the Program using PDS.

Establish Program-specific plans for use of PDS on a regular schedule with reports to its Board of Directors and the Regional SO office.

Questions for Engagement at the Global Congress What parts of running a Special Olympics Program should be included in a Program evaluation system? How should Program and Regional differences be noted as we find ways to say how well a program is being run? What should Special Olympics leadership do to maximize learning and development?


Key Initiative: RECOGNITION Strategic Track: Movement Leadership

Vision 2015: Special Olympics will point out when people do a good job at the Global, Program and sub-program levels on an on-going basis.

What we think we know now: Special Olympics is better because it has many great volunteers and staff people around the globe. Naming good Special Olympics Programs and leaders is the most effective way to communicate best-practices and providing

motivation. Recognition programs already exist at the Program and sub-Program levels and have existed in several forms over the years. A

great deal of time and energy went in to designing those programs. Listing what those Programs do as a starting point is a good idea.

Globally we still face challenges with respect to recognition of and potential for leadership within Special Olympics and in the communities where our Programs grow.


A global effort to find out who has awards programs at any level of the movement so we can share them later with other Programs.

A global recognition program that uses new ideas in leadership as a part of planning and support efforts in all regionsCONTINUE:

Program level Awards where they exist – but list such efforts for future reference Recognition of leaders via media vehicles


Special Olympics Globally (Headquarters)

Special Olympics Regional Offices Special Olympics Programs

Commit to an paying for recognition throughout the movement.

Develop a Global Recognition plan that includes new ideas and success in the important areas of the Strategic Plan.

Develop statements on how to use recognition Programs to raise funds

Position recognition at the core of Special Olympics brand development

Create Regional plans for naming good leaders from a variety of constituent groups (Families, Volunteers, Athletes, etc.)

Commit to regular recognition of key leadership in both Program management and leadership development.

Establish Program-specific recognition plans that result in at least 75% of Programs with an established recognition program..

Questions for Engagement at the Global Congress We will develop a Global System for recognizing Programs and People: What awards should be given? Is there a way to

design this system to help efforts at the Program level?


Key Initiative: SHARED SERVICES Track Session: Sustainable Capabilities

Vision 2015: We will save money and time for Programs globally by using the same processes, vendors, and systems to keep our costs low and use better tools Movement-wide.

What we think we know now: The businesses like Special Olympics still lag behind big business and governments when it comes to using “shared services.”

Shared Services means everyone buying from the same person or using the same software so that you save money and don’t have to buy things individually. The reason to use a shared services model is that it usually costs less and is easier if everyone is using the same systems.

Shared services also allows for small, Programs in faraway places units to take advantage of the internet do things like our games management and donor, volunteer, coach and athlete tracking. The same technology can also allow Programs to share experiences, talk about ideas and share “products” like our coaching guides and fundraising materials.

Proposed Recommendations for 2011-2015START: Thinking about areas where sharing can save us all more money. Running more like a business

CONTINUE: To talk to each other as much as possible when trying to solve business challenges


SOI Global HQ SOI Regions Accredited Programs Establish a department within SOI to

provide shared services for SO Programs

Reach out to other Special Olympics offering joint projects that will result in cost savings across the Special Olympics system.

Serve as “cheerleaders” for shared services within their regions

Look for ways to save money by using shared services in their regions

Provide feedback to SOI HQ about what works and what doesn’t

Look for region-wide shared service opportunities

Be willing to experiment with the shared service model

Provide honest feedback about services provided and ways to do things better

Questions for Engagement at the Global Congress What are the most promising ideas in your program and region for shared services? What are the business and cultural problems we might face if we try to all buy from the same people?


CULTURE AND VALUES OVERVIEW

Track Staffing Session LogisticsTrack Leaders: Peter Bukhala, Steve CorbinFacilitator: Angela Ciccolo

Date & Time:Location:


Understand and comment on this part of the Strategic Plan. Provide feedback on which strategies and targets they understand and agree with; which they do not understand; and

which they disagree with as a vehicle for achieving the Vision. See the need for us to agree on statements about what we believe and how we should act when we are a part of Special

Olympics Agree on those statements that will make the most sense to the people volunteering in Special Olympics Programs. .

Session FormatThis Track will be just one day. Tracks will be professionally facilitated.

The Culture and Values Track discussion will focus developing statements about what we believe and how we should act that will help us all set better goals. Delegates will hear how the Vision was developed and how the statements proposed in the plan might help us achieve that vision. Delegates will be asked for feedback on the vision and answer questions related to making it work at the Program level. Delegates will be asked to discuss the specific “Breakout Questions” which are listed below:

1. Which statements in the plan will make sense to the most people in our Programs and help them run better programs?2. For whom are such values created?3. Should following these values be optional or required?4. What are the best ways to gain approval and use of values down to the Sub-Program level?

Recommended Materials to Read Ahead of Time: SO Strategic Plan 2011-15 Version 2.0: pp 34-39 Track Session Briefs: 1) Culture and Values


Key Initiative: CULTURE AND VALUES Track Session: Culture and Values

Vision 2015: People from all over the Special Olympics world will know about and have agreed on a set of statements about who we are and how we work. People will use those statements to help them have better Programs and will check regularly to see if people are really doing what we say in these statements.

What we think we know now:• Clear organizational values help us with goal setting, behavior and decision-making that affect how well we do our jobs and how

we do our jobs.• Most successful organizations have values statements like these.• Organizations with values statements are able to communicate both volunteers and people on the street about what the

organization expects of others and what others can expect from the organization.• Organizational values help with unity and positive morale where actions match words.• Neither the Movement nor SOI have a formal set of organizational values, although some Programs do.

Proposed Recommendations for 2011-2015START: • Create, ask people what they think, and then agree on a set of organizational values from SOI on down• Communicate the values widely within the Movement and make them obvious to people outside of Special Oylmpics• Keep track of how well we do at all levels in matching up the values in words and then how we act.• Use organizational values as a part of Program and individual evaluations, recognitions and rewards

CONTINUE:• Try to keep positive values that will help us all work together both in how we think and how we act• See athletes as values leaders and models of the right behaviors that help the Movement Talk a lot about the role of mission and values in helping us reach the overall goals of the Movement• Keep a closer watch on our culture and its impact on employee happiness and success

STOP:• Viewing culture (what we all think and how we act) and employee happiness as something we cannot change or as something

less important to the success of Special Olympics.


SOI Global HQ SOI Regions Accredited Programs

Proposes organizational values Aligns SOI behaviors with stated

values Communicates how important values

and culture are to our contributors and to our overall success.

Applies the organizational values test to HQ and Regions

Promotes organizational values to Programs

Checks to see how the Region and Program staff are doing at living by what is in our values statements

Assesses Program actions and results against values

Names Programs and individuals that are good at using and living by our values

Adopt SO values statements or something like them

Talks about values to staff, volunteers and partners

Recognize people, teams and organizations that support their programs and the Movement through values-based actions

Breakout Questions at the Global Congress1. Which statements in the plan will make sense to the most people in our Programs and help them run better programs?2. For whom are such values created?3. Should following these values be optional or required?


4. What are the best ways to gain approval and use of values down to the Sub-Program level?


GAMES –OVERVIEW

Track Staffing Session LogisticsTrack Leaders: Peter WheelerFacilitator: Angela Ciccolo

Date & Time:Location:


Give feedback on the question of How World Games can help improve Special Olympics at ALL levels. Look for ways for Special Olympics International to show the impact and value of multinational Games at all levels for

Programs around the world. Find out whether people think that single-sport strategies (Like Global Football) are good. Set rules for selecting sports that need some new strategies and name the sports that seem to be the most popular with

people right now.

Session FormatThis Track will be conducted in just one day. Tracks will be professionally facilitated.

There will be an overview of the session and what we want to get done. The session will focus on how best to use “Big” Games to benefit both the host Special Olympics Program as well as the Special Olympics Programs that send athletes. Looking at the use of a single-sport focus such as Global Football to improve Special Olympics awareness, growth and find raising will also be talked about.

The Games Track discussion will focus on two questions at the same time: How to best use “Big” Games to benefit both the host Special Olympics Programs as well as the Special Olympics Programs who send athletes to them; and The use of a selected sport such as football to get Special Olympics more well-known, help us find more athletes, and help with fund raising . Delegates will be asked to select one of these two topics to address.

The Games discussion will ask delegates for input on the following questions:

How do you define Games success? What do we do to make World and Regional Games your Games? How can the Games change to better meet your athlete growth, marketing, and fundraising goals? How can Athens 2011 best help your Program? What should our Games vision be for 2015?

The selected sport discussion will ask delegates:

Should Special Olympics start single-sport focus for more than one sport at a time? Does a single sports focus strategy help us in getting more media, athlete interest and participation opportunity? How should we decide whether it is a good idea or not for Special Olympics to do some single sports championships as a

part of major sport competitions, such as doing a Special Olympics Football Championship at the FIFA World Cup? What sports would you suggest that we focus on if we were to pursue a single sports focus strategy? Why?

Recommended Materials To Read Ahead Track Session Briefs: 1) Games; and 2) Single Sport Competition Model


Key Initiative: GAMES MODEL Track Session: Games

Vision 2015: In addition to providing a world-class athlete experience for all participants, we will help Programs who host Big Games by leaving them more public awareness, greater revenue generation, and new, influential leadership.

What we think we know now: Special Olympics Games have become the world's best example of how sport can promote skill, inspire acceptance, and

lead to real social change Games have continued to grow in scale and costs which has caused fewer cities/countries to bid to host Games because it

costs a lot, and they worry that they don’t have good enough sport venues to handle such a major event. World Games budgets have grown in the past decade: Summer Games – $35 million USD to $80 million USD; Winter Games – $17million USD to $34 million USD.

Regional Games in Europe Eurasia, Latin America, Middle East/North Africa, China, and USA have gained in popularity. Less than 50% of people who filled out the Mission Effectiveness study felt Word Games drive growth or fundraising locally Examples of benefits of World Games beyond the host country need to be shared and best practices made available


Documenting Games legacy successes. Developing a Games playbook that provides Games Organizing Committees and Special Olympics Programs with good ideas

for furthering Special Olympics goals (sample media plans, fundraising campaigns and invitations) Find better ways to show how much having a World Games in your town helps the town (People spending money while

there, media coming to cover the games and seeing your town, etc) Telling more people about Games bid selection and overall Games plan to align with Special Olympics strategic priorities. Creating and keeping track overall Games movement-wide strategy. Set clear goals for each Games so we can see at the end whether we reached those goals or not..

CONTINUE: Measuring how pleased people are at Games by group (athletes, families, sponsors, volunteers). Developing regional marketing and communications networks to support Games efforts on behalf of Programs.

STOP: Increasing the number of athletes in each World Games


SOI Global HQ SOI Regions Accredited Programs Develop Games guide to help people

see ways that games can help and best practices

Make sure that World Games goals fit with Special Olympics overall goals

Get important people who can help us to come to World and Regional Games

Create communications relationships to drive awareness

Measure Games impact –on communities, our Programs, and our fundraising

Enhance Regional Games profile and benefit

Ensure Regional Games goals fit with Special Olympics overall goals

Conduct Games training to include post Games plans for follow up

Train Games Committees and Programs on how to measure the impact of Games

Conduct Games training to include post Games plan

Actively support plans to involve opinion leaders at Games

Ensure National Games goals fit with Special Olympics overall goals

Breakout Questions at the Global Congress How do you define Games success? What do we do to make World and Regional Games your Games? How can the Games change to more effectively meet your recruitment, marketing and fundraising goals? How can Athens 2011 best help your Program?


What should our Games vision be for 2015?Key Initiative: SINGLE SPORTS STRATEGY Strategic Track: GamesVision 2015: Special Olympics will use the global power of a selected sport or sports to accelerate its awareness globally and to generate the needed resources to support Special Olympics overall growth worldwide. The successful integration of Special Olympics into a preexisting sports community such as football can lead to engagement and support of new fans, players and organizations benefiting Special Olympics at all levels of the Movement.

Situation Assessment & Problem Statement Until recently, Special Olympics has not made a major focus on building an integrated single sport business model to

support its year-round efforts. Europe and Latin America Regions have successfully implemented “football weeks” and “basketball weeks,” driving increase

awareness and athlete participation. East Asia recently initiated “football weeks” as well. In 2009, Special Olympics launched the Global Football initiative. As a result new commitments by football confederations

around the world (AFC, OFC, CONMEBOL,CONCACAF) have been developed Currently, sports tie-ins with the NBA, PGA, ATP, UEFA, and FIFA have been more awareness building relationships. With the

exception of UEFA, most of these relationships have not generated significant new funds Through the Global Football, Special Olympics has initiated the Team Ambassador Program targeting professional players,

clubs and teams as a new way to raise awareness, profile, and funds for Special Olympics

Proposed Strategic Recommendations for 2011-2015START:

Creating a pitch document for marketing single sports targets Developing sports specific PSA’s, videos, photos for each use by sports teams and federations Initiating a stewardship program for key influencers within sports Integrating grass roots, media, publicity, online, promotional (consumer, retail, direct, licensing, etc.) and other marketing

programs into single sports strategy Looking at tie-ins to existing coaching and sports academies for sports development

CONTINUE: Developing Global Football as a major focus worldwide Aligning outreach efforts to sports celebrities, teams, federations with target sports Developing partnership agreements with international federations and confederations in focus sports Activating Team Ambassador Program in football

STOP: Focusing on multiple sports partnerships. Instead focus on two to three large impact sports and do them with distinction

Recommended Business Model – Role of SOI HQ, SOI Regions, and SO ProgramsSOI Global HQ SOI Regions Accredited Programs

Develop sports development plan Develop marketing programs for each

identified single sport Develop “how to guide” to work with

local clubs, teams and athletes Offer Single Sports global event tie-ins Establish sustainable relations with

International Sports Federations Create supporting promotional

materials (video, photos, etc)

Establish sustainable relations with Regional Sports Federations and other relevant institutions.

Steward and manage sports celebrities, teams and clubs within region

Offer Single Sports Tournaments Support translation of materials

Establish sustainable relations with National Sports Federations, leagues, etc.

Recruit and train coaches Support stewardship and manage

sports celebrities, teams and clubs within regions

Offer additional competitive opportunities within the sport

Questions for Engagement at the Global Congress How do you define Games success? What do we do to make World and Regional Games your Games? How can the Games change to better meet your athlete growth, marketing, and fundraising goals? How can Athens 2011 best help your Program? What should our Games vision be for 2015?

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