Special Olympics GB 2021-2024 Strategy - Draft

Special Olympics Great Britain Strategic Plan 2021 - 2024

Introduction Special Olympics GB continues to be determined to support the Special Olympics vision for an inclusive world for all, created by the power of sport, through which people with intellectual disabilities live an active, healthy and fulfilling life.

Over the last two years, Special Olympics GB has been undergoing an organisational transformation change programme. The COVID-19 pandemic has meant we have had to look at our operating model in more detail and look for areas to adapt, improve and rebuild. Recent world events, broader societal changes regarding inclusion and the rapid pace of change that technology is having on the world around us means we have to explore all possible options in reaching more of the 1.5m+ people who live with an intellectual disability in GB. We have listened to key feedback from our Registered Members, Athlete Leadership Team, National Advisory Council/Membership Leadership Team, our Trustees, corporate partners and key stakeholders to develop our future strategy.

We believe strongly and passionately that Special Olympics GB has the power to transform lives and we want you to be on this journey with us.

Paul Richardson Chair

Michelle Carney CEO

United Nations Sustainable Development Goals The Special Olympics movement globally will focus on creating sustainable sports and inclusion opportunities. Special Olympics GB will support the international movements drive to contribute to the United Nations Sustainable Development Goals (SDG’s). These goals help protect the planet and make sure that people are treated fairly and equally.

The United Nations want to achieve the Sustainable Development Goals by the year 2030.

The SDG’s that are present throughout our Strategic Plan are 3, 4, 5, 10, 11, 16 and 17.

We are Team SOGB

Our Values We are a values led organisation. We are authentic. We act with honesty, integrity and respect. We are creative and innovative. We love to embrace difference and doing things differently. We are brave, courageous, resilient and determined. We listen and are led by the voice of our athletes. We are always kind. We are inclusion in action.

We are Team SOGB. We have integrity and choose to include

We are kind and respectful

We laugh and have fun

We are confident and brave

Our Roadmap

Objectives

One SOGB

2021

2022

2023

2024

Build an evolved infrastructure to accelerate growth and manage the challenges faced by COVID-19

Advance our competition framework, culminating in a truly unique and impactful National Summer Games

Launch, measure and amplify the impact of several new and innovative volunteer and athlete programmes

Be in a position to lead the change for the Special Olympics Movement and to promote the power of societal inclusivity

#1 Develop effective delivery environment

#2 Grow participation to record GB levels

#3 Drive engagement through athlete-led storytelling

#4 Generate sustainable and diverse fundraising

We will be a thriving, financially sustainable organisation that is at the forefront of innovation within the Special Olympics movement and recognised as a leader in driving societal change and inclusion through the power of sport for people with an intellectual disability in Great Britain

Our Vision of Success 2024

2020

10,000 Athletes

4,000

Volunteers

70

105

1.5m

Accredited Social Media Programmes Reach

Athlete Leaders

VS

13,000 Athletes

5,000

Volunteers

250 Athlete Leaders

110

2m

Accredited Social Media Programmes Reach

1 Social Enterprise employing 4 athletes

By 2024, we will have a strong and high quality club infrastructure across GB. We will have opportunities in 90% of regions across GB. We will have a thriving community of athletes who are transforming their lives through sport. We will have a world leading athlete leadership programme and will have created pathways to work through our partnerships. We will have developed an innovative Social Enterprise which showcases the entrepreneurship skills of our athletes. We will have a thriving, vibrant and diverse workforce which is representative of the communities we serve. We will have hosted a successful National Summer Games. We will have represented SOGB at Kazan 2022 and Berlin 2023. We will have exciting, creative and innovative partnerships.

Our objectives

Objective 1

Objective 1

Develop effective delivery network Why?

We need a foundation of operational excellence to allow our organisation to thrive.

What?

Through building a strong and sustainable delivery network we can support our Athletes, Volunteers and Families.

How?

• • • •

Strengthen our delivery network Develop unique partnerships, Provide volunteer development opportunities, Improve Membership Management

Objective 1

Infrastructure Development

Strengthen our delivery network Develop a strong scalable delivery network which encourages growth in participation, investment and engagement.

01

02

03

Engage with our network to understand the intricacies of network operations to guide the strengthening of our network.

Work collaboratively internally and externally to develop an effective, efficient and sustainable delivery network.

Ensure our delivery network is compliant across all aspects through minimum operating standards.

Objective 1

Infrastructure Development

Develop unique partnerships Within the Special Olympics GB volunteer workforce, 39% also volunteer with other organisations. We want to amplify this impact by creating relationships where clear benefits of volunteering exist

01

02

03

Understand the broader benefits of volunteering through other organisations involved with disability sport to share learnings and improve SOGB proposition.

Work collaboratively with other organisations (particularly National Governing Bodies and universities) to develop volunteer pathways for qualified coaches.

Lead research efforts with other disability sport organisations to gather further insights for general public on recruiting and retaining volunteers.

Objective 1

Infrastructure Development

Provide more volunteer opportunities Approximately two thirds of our volunteer workforce are eager for more cross collaboration with other clubs, while many are looking for more opportunities for coaching qualifications, learning resources and developing new skills.

01

02

03

Create new opportunities for peer-to-peer learning through increased collaboration between clubs and families to retain existing volunteers and promote the benefits of becoming a volunteer.

Create different volunteer pathways for those wanting to support in different ways (e.g. Families Supporters, Event, Community, Educational, Health and Corporate volunteers).

Work closely with volunteers to develop tailored leadership and wellbeing training programmes which can be delivered locally and virtually.

Objective 1

Infrastructure Development

Improve Membership Management Implement new systems and processes to drive operational efficiency in governance and communications to enable more dialogue across the Special Olympics GB community.

01

02

03

Implement new membership management system to improve membership accreditation processes, enable greater communications and support with standardised processes for safeguarding, training and other key volunteer initiatives.

Pilot new programmes in local areas (e.g. new regional development officers) to analyse the impact on volunteer and athlete growth.

Ensure new membership management processes are capturing frequency and quality of sport delivered through Special Olympics GB, ensuring insights are used to support competition and participation structures.

Objective 1

Infrastructure Development Roadmap

2021

2022

2023

ü Review current network operations and identify the need for development ü Engage with our registered volunteers to understand the intricacies of why our volunteers support us

ü Develop Volunteer Benefits package ü Establish and Launch Volunteer Strategy ü Establish BAME baseline within our workforce

ü Establish Volunteer pathway from Local to International level ü Develop Employee Engagement Framework ü Develop framework for volunteers from BAME communities

ü Develop CRM capability to support member management ü Develop future delivery network ü Refine Minimum Operating Standards

ü Implement CRM efficiencies across our network ü Encourage learning and development through SOI Online Platform

ü Support delivery network to utilise technology effectively ü Implement volunteer training strategy

ü Develop governance to achieve Code for Sports Governance Tier 3 level ü Ensure the voice of the membership is heard effectively ü Review and refresh safeguarding framework

ü Complete audit of delivery compliance

ü Automate all current administrative processes relating to delivery

2024 ü Implement Employee Engagement Framework ü Establish Club Champion framework

Objective 1

Infrastructure Development Metrics Quantity

Strategy • •

ü Strengthen our Network ü Develop unique partnerships

• • •

ü Provide volunteer development opportunities

• • • • •

ü Improve Membership Management

• •

Develop our organisational governance Creation of Delivery network Minimum Operating Standards Volunteer Strategy in place 5000 Volunteers Established baseline of volunteers from BAME communities 20 Volunteer Development Opportunities 75% volunteer satisfaction 100% safeguarding compliance standards Automation of 5 member facing processes 3 Home Countries delivering to aligned model 5 developed partnerships to strengthen our delivery network Recruitment of 4 Home Country focused Development staff

Outcome ü A strong scalable delivery network which encourages growth in participation, investment and engagement. ü Increased volunteer upskill and satisfaction. ü Increased diversity within our volunteer workforce ü Effective and efficient membership facing processes.

Objective 2

Objective 2

Grow participation to record GB levels Why?

We know Special Olympics GB changes peoples lives, yet we are still Great Britain’s best kept secret!

What?

We will support athletes in new ways with the huge challenge of COVID-19 and look to grow participation from 10,379 to 13,000 by 2024.

How?

• • •

Evolve Competition and Sport Framework Launch programmes to support those most vulnerable Develop Leaders and Support Inclusivity

Objective 2

Participation Growth

Evolve Competition and Sport Framework Develop a competition and sport framework that can support athletes through COVID-19, while in parallel ensuring our competition structures support all levels (including Unified).

01

02

03

New initiatives will be launched in 2021 to support membership with activity while clubs are closed due to COVID-19, ensuring those without access to digital platforms are also included.

Prioritise and collaborate with schools and other organisations focused on working with young people who have an ID to promote benefits of competing within Special Olympics GB.

Create and share new tools such as brand guidelines for clubs, resources to support members launch new sports clubs and how to organise local events.

Objective 2

Participation Growth

Launch initiatives to support the most vulnerable For potential members from disadvantaged backgrounds or marginalised communities, Special Olympics GB presents accessibility challenges. New initiatives will be created to ensure we support our mission of being inclusive, accessible, diverse and create a sense of belonging.

01

02

03

Undertake additional research to understand current challenges that athletes and families face in regards to accessibility to Special Olympics GB.

Launch pilot initiatives in local areas to promote benefits of SOGB clubs, participation and competitions.

Work closely with organisations across all 3 Home Countries such as Mencap, Youth Sport Trust, Scottish Disability Sport, Activity Alliance, Disability Sport Wales, DS Active, NHS and others to co-create new opportunities to potential members.

Objective 2

Participation Growth

Develop leaders and support inclusivity Develop athlete leadership opportunities to inspire change in communities and foster inclusive practices.

01

02

03

Expand athlete leadership opportunities, both through the Athlete Leadership Team and Unified Leadership opportunities at local and national levels both through Special Olympics GB community and external organisations.

Launch new pilot projects which promote inclusivity and leadership.

These include the potential to create an Athlete Social Enterprise in addition to trialing new Unified programmes within schools.

Support Athlete Leaders in sharing their experiences with government and external organisations who wish to be truly inclusive, in addition to inspiring new waves of potential athlete leaders.

Objective 2

Participation Growth Roadmap

2021

2022

2023

2024

ü Evaluate expansion plans for Athlete Leadership Team ü Develop at least 1 new partnership to drive participation growth ü Establish Athlete Leadership Strategy

ü Launch SOGB athlete social enterprise ü Secure and develop at least 2 more partnerships to support participation growth ü Deliver NSG experience ü Attend 2022 WWG in Russia

ü Develop training tools for National Office staff, coaches and volunteers on creating inclusive environments ü Prepare for and attend 2023 WSG in Germany ü Focus on National Governing Body relationships

ü Deliver 2024 National Winter Games ü Development of coach development framework in line with National Governing Bodies

ü Provide a COVID-19 friendly activity offer for our membership ü Successful launch of The Friendship Games” which combines virtual and live sports

ü Review and establish stronger and flexible Competition Framework ü Aligned reporting against key strategic and funding partners

ü Develop new reporting tools to track and act on participation insights ü Take a lead role in sourcing and sharing insights on disability in sport

ü Align with SOI to understand SO Connect capability ü Build requirements for new membership platform ü Collect critical feedback following accreditation process

ü Provide more tools and capability for clubs and volunteers to manage member processes ü Develop and implement full Safeguarding framework

ü Simplify all member facing processes ü All sports to have Development plans in place

ü Develop new reporting tools to track & act on participation insights ü Take a lead role in sourcing and sharing insights on disability in sport

ü Develop new reporting tools to track & act on participation insights

Objective 2

Participation Growth Metrics Strategy

Quantity • •

ü Evolve Competition & Sport Framework

• • • • •

ü Launch programmes to support those most vulnerable

• •

ü Develop Leaders & Support Inclusivity

• • • • • •

13,000 Special Olympics GB Participants Partner with relevant organisations to increase number of athletes from BAME communities 250 Athlete Leaders developed 180 competitive opportunities annually 5 participation showcase events 2 National events delivered (Summer & Winter Attendance at 2 World Games (Winter & Summer) 5 National Virtual engagement opportunities 27 Sports with Sports Development Plans established 4 participation programmes developed Coach Qualification standards developed 10 meaningful relationships with National Governing Bodies 5 relationships developed 1 Special Olympics GB Social Enterprise developed employing 4 athletes Competition Pathway strengthened

Quality ü Innovative athlete led organisation that delivers on the needs and demands of the athlete voice ü Dynamic Sport and Competition Framework that has enhanced participation access for athletes with an Intellectual Disability ü Accessible engagement and participation opportunities for people with an Intellectual Disability that demonstrates the power of Special Olympics

Objective 3

Objective 3

Drive engagement through athlete-led storytelling Why?

Through the power of sport, we can be the leading force of inspiration for people with Intellectual Disabilities.

What?

We will grow our engagement levels across all channels.

How?

• • •

Grow member and supporter relationships Showcase storytelling Tackle inactivity

Objective 3

Engagement Growth

Grow member and supporter relations Grow the centralised SOGB database and implement new communication tools and operating model to ensure athletes and volunteers receive all key information through the channel (e.g. digital vs direct mail) that they prefer.

01

02

03

Develop more personalised communications to all members, families and supporters to ensure increase in awareness and advocacy.

Develop partnerships with marketing agencies and media organsiations to ensure content can be created and delivered in new ways to increase general public awareness.

Data infrastructure to capture relationships of families/parents/carers with bespoke communications being delivered.

Objective 3

Engagement Growth

Showcase storytelling Identify future leaders and heroes across the Special Olympic GB membership network to share stories across digital channels and media outlets.

01

02

03

Develop closer working relationships between National Office, Regions and clubs to highlight and share athlete, family and volunteer stories through local and National media outlets.

Launch new website which is more visual and can support more tailored communication which is fit for the ID community.

Launch new communication tools to enable volunteers/clubs/regions to showcase local hero stories.

Objective 3

Engagement Growth

Tackle inactivity Tackling inactivity will be a key challenge, especially in the coming years with COVID-19 restrictions on clubs and on channeling resources where they are most needed. We will utilise our digital channels to drive measurable increases in tackling inactivity for people with Intellectual Disabilities.

01

02

03

Use digital channels to increase awareness of how to participate more frequently at home during COVID-19.

Evolve content to showcase the benefits of being active to families, athletes and volunteers.

Become the digital hub for sport activity for people with Intellectual Disabilities.

Objective 3

Engagement Growth Roadmap

2021 ü Develop content series highlighting the benefits of becoming active through sport ü Create a pipeline of member stories ü Develop Membership facing webinar series

ü Work with major UK publishers to syndicate at least 3 athlete stories through media ü Review and refresh our website ü Establish our brand

ü Ensure new user journeys are setup for new members & supporters to support activity donations and volunteering

2022

2023

2024

ü Establish SOGB family programme and engagement ü Ensure consistent brand feel throughout ü Develop strategy for Athlete led marketing campaigns

ü Raise awareness in our brand ü Deliver 1 athlete led marketing campaign ü Increase coverage of Special Olympics GB team attending Berlin 2023

ü Develop more data capture capability on SOGB website ü Deliver highest engagement on SOGB platforms ever surrounding the National Games

ü Establish digital hub for activity resources ü Develop Media strategy for the purposes of generating a media partner

ü Review easy read requirements and software

ü Understand our digital channels and their audiences

ü Develop a digital channel strategy ü Establish process for the generation of athlete led stories

ü Co-create content series with corporate partners to showcase the benefits

ü Deliver 1 athlete led marketing campaign

Objective 2

Engagement Growth Metrics Strategy

ü Grow member & supporter relationships ü Showcase storytelling ü Tackle inactivity

Quantity • • • • • • • • • • • • • • •

Facebook - 2,000,000 annual reach Twitter – 16,500 followers Instagram – 6,000 followers LinkedIn – 3,500 followers YouTube – 1,000 subscribers Annual 20% increase to database New accessible website designed and implemented Development of the Special Olympics GB brand 2 Athlete led marketing Campaigns 1 media partnership 4 National TV segments annually 15 Regional press articles annually 4 engagement surveys delivered 10 ‘hero’ athlete stories developed annually Accessible/easy read communication distributed

Quality

ü A purpose build environment for our Special Olympics GB family to share their stories to inspire others ü An evolved operating structure that encourages collaboration across entire Special Olympics GB delivery network ü Positive national impact on tackling inactivity for those with ID. ü Special Olympics GB at the forefront of strategy, policy and funding influence

Objective 4

Objective 4

Generate sustainable and diverse investment streams Why?

It is imperative that we create a sustainable financial model to support the operations and future growth of our movement

What?

We will work together to redefine our value propositions and support each other with fundraising efforts.

How?

• • •

Purpose-led partnerships Aligned fundraising and financial strategies World Games Impact Study

Objective 4

Investment

Purpose-led Partnerships Redefined purpose-led partnership propositions that focus on our strategic objectives, engagement opportunities and measurable impact.

01

02

03

Develop new value proposition which highlights the benefits of engaging with Special Olympics GB at all levels.

Launch new initiatives to support fundraising efforts, including building up supporter database for grassroots fundraising.

Create new reporting capability to showcase to existing and potential new partners the commercial benefits of investing in Special Olympics GB. Review accounting approach to ensure good governance and compliance across Special Olympics GB community.

Objective 4

Investment

Aligned fundraising and financial strategies Alignment with key stakeholders including UK Government, Special Olympics International and key investors on fundraising strategy and financial reporting to ensure financial compliance and sustainability.

01

02

03

Special Olympics GB National Office to share new financial guidelines, tools and resources which regional and local clubs leverage to promote fundraising and broader promotional benefits of the movement in local areas.

Develop financial and operating model which ensures longer term security for Special Olympics GB relating to hosting of a National Summer Games.

Improved accounting approach to ensure good governance and compliance across Special Olympics GB community, managing cash reserves, reporting and ensuring legal compliance to ensure sustainability of Special Olympics GB.

Objective 4

Investment

Bidding for World Games Research and analysis will be conducted in order to align with the government on a potential bid for a future Special Olympics World Games.

01

02

03

Additional research across Great Britain will need to be conducted to understand the potential appetite and impact of a World Games in Great Britain.

Dependent on the research, consultation with the government will be required to scope out any potential future bids.

Collaboratively with the UK government, economic, societal and environmental impact studies would be required before engaging with Special Olympics International.

Objective 4

Investment Roadmap

2021

2022

2023

2024

ü Deliver min. 1 event focused on high-net-worth partners / individuals ü Strengthen relationships with Home Country Sporting Bodies, UK Sport, DCMS and wider UK Government

ü Develop SOGB resource to support fundraising activities ü Deliver min. 2 events focused on high-net-worth partners / individuals ü Establish support from key stakeholders to engage in WSG bid

ü Establish the benefits of commercial partnerships ü Develop Major Donor Strategy ü Develop and deliver one digital campaign ü Leverage additional support around Berlin 2023

ü Develop Individual Giving Strategy ü Deliver major fundraising campaign

ü Engage in Social Return of Investment study ü Strengthen financial compliance and use of National Charity number

ü Set at least 1 key objective and deliver at least 1 unique engagement with each corporate partner ü Establish better year-end and audit processes

ü Launch new reporting capability to existing corporate partners ü Deliver Social Return of Investment Impact Report ü Secure core government funding

ü Implement strengthened financial controls across organisation ü Establish and implement process for local raising funds

ü Launch reporting dashboards for partners to access aligned impact with SOGB ü Lead the insight to a National Representative survey ü Deliver Social Return of Investment Impact Report

ü Implement new processes for partnership workshops ü Establish long-term sponsorship plan

ü Develop impact report indicating societal impact on investment in SOGB for corporate partners and major donors. ü Review brand awareness levels of SOGB

Objective 4

Investment Metrics Strategy

Quantity • • • • •

ü Purpose-led partnerships ü Aligned fundraising and financial strategies ü World Games Impact Study

• • • • • • • •

£5m Income generated by end 2024 4 new Corporate Partners engaged £2m Government funding by 2024 50% of all income to be unrestricted 2 national fundraising events/campaigns delivered annually 1 high net worth event annually 200 regular giving supporters on database 10% uplift from corporate partner employee fundraising & engagement Develop fundraising guidelines/toolkit for accredited programmes 100% financial governance compliance Aligned financial processes Establish financial reserves and route back from COVID-19 Fundraising team in place covering: Trusts & Foundations; Major Donors; Corporate Partnerships; Individual Giving/Events; SOI/SOEE partnership activations/grants.

Quality ü Purpose-led and diverse partnerships where partners can support entire Special Olympics GB network. ü Diverse income streams that are sustainable and encourage organisational growth ü Strong financial infrastructure that encourages growth in participation, investment and engagement. ü Strong and collaborative approach to World Summer Games bidding process