Special Olympics Ireland 5-Year Plan

2016-2020 Special Olympics Ireland Strategic Plan

Special Olympics Ireland 5-Year Plan

Vision: / A quality year round sports programme embedded in local communities, resourced by vibrant and strong leaders, offering health and well-being opportunities to athletes with an intellectual disability from 4 years of age upwards. / Goal 1: / Improve opportunities for new and existing athletes to participate and to perform at their best
Goal 2: / Foster relationships and partnerships that will maintain a sustainable Special Olympics programme and continue to build positive attitudes towards people with an Intellectual Disability
Goal 3: / Build capacity through investment in Resources and Technology, strengthening Leadership and Governance and by generating of sustainable Funding

Strategy A: Improve the quality of sports programming

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Strengthen sports programming and coaching to improve opportunities at local level /

Increase the minimum coaching standards for sports roles at all levels.
Introduction to Coaching Practices to be a requirement for club volunteers in sports role

Annual Audit process in place to track compliance with coach education level

Coaches required to hold the following level of coaching qualification:
Head coaches to hold minimum Level 1 Coach
Coach to hold Introductory Level Coaching
Assistant coaches to complete Introduction to Coaching Practices

Introduction to Coaching Practices completed by all club volunteers in sports role

Expand and increase the opportunities for trained Tutors to support Coach Education

Coaching Ireland trained Tutors delivering Introduction to Coaching Practices and Bocce courses
Continuing Professional Development (CPD) provided annually to Tutors
10 additional tutors in place to deliver Introduction to Coaching Practices and Bocce courses

Establish a Grading tool for all team sports

Grading tool in place for Basketball, 7-a-side Football and Floorball

Consolidate the range of sports offered /

Develop programme of education, training and competition to support and establish 7-a-side Football, Floorball and Open Sea swimming

Introduce and develop programme of education, training and competition to support Tennis as a new sport on a phased basis.
Establish new Rhythmic Gymnastics routines

7 a-side Football offered in 5 regions
Floorball offered in 4 regions
Opportunities to participate in Open Water swimming events offered to those who meet eligibility requirements for the sport as specified by Special Olympics Ireland
Competition structure in place for Open Water Swimming

Tennis programme developed in at least one region and explored in the other regions

New Rhythmic routines in place

Enhance sport through new partnerships /

Educate relevant NGB where new sport is introduced to programme

Recognition pathway in place for all sports
One new partnership secured

Strategy B: Develop and promote the life-long opportunities for engagement and involvement of athletes

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Define the Long-term Athlete Involvement Pathway /

Develop an Athlete Pathway to identify opportunities for engagement and involvement

Long-term Athlete Involvement Pathway developed

Increase Young Athlete participation through a flexible approach /

Introduce and develop a programme of activity for young athletes between 4 to 7 years

200 new Young Athletes participating
Young Athlete Programme established in 5 regions

Promote greater Inclusion through a broad range of opportunities /

Expand the number of schools involved with Special Olympics community clubs
Develop a model to integrate a Special Olympics club into an established National Governing Body Club
Promote inclusion through Unified Recreational opportunities at club level
Increase the number of athletes and partners playing Level 2 Golf
Promote the range of current Special Olympics activities to engage the wider community

20 schools engaged with a Special Olympics Club

Model developed for integration of a Special Olympics section/unit into an established National Governing Body Club
50 Unified Recreational events held
50 athletes playing Level 2 Golf

Grow the number of league competitions offered /

Promote the continuance and development of leagues to expand the competitive opportunities offered.

6 sports offering leagues annually in each region

Offer Team sports for under 16 years /

Increase the opportunities for under 16 years in team sports

Coaching materials and guide in place for under 16 years in basketball

Promote inter-club activities /

Encourage clubs to expand opportunities for athletes at local level through Inter-club activities

Inter club activities promoted widely on an annual basis

Promote opportunities for older athletes /

Educate and promote available opportunities for older athletes

Opportunities for older athletes are made available to all clubs online

Strategy C: Grow the Health and Wellbeing programme to support athlete participation in sport and society

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Expand Health and Wellbeing Programme /

Promote the inclusion of Health and Wellbeing as an integral element of sports training and development at club level.
Expand the reach of Health and Wellbeing to incorporate staff, volunteers and family/carers

All Community Clubs with an integrated Health and Wellbeing programme

Increase resources in Health and Wellbeing to make an impact at a wider level

Increase and strengthen Health and Wellbeing Programme communications throughout the programme

Delivery of key messages to all Clubs and to all Staff quarterly.

Improve accessibility for Health and Wellbeing training materials

Health and Wellbeing training materials available online

Partner with relevant Health agencies and colleges /

Increase and maintain the number of health agencies and colleges involved in Health and Wellbeing

5 Health agencies secured
5 student placements secured

Expand Health and Well Being Program /

Achieve Healthy Communities recognition

Maintain and develop Healthy Communities

Support expansion of inclusive health programs /

Develop a Continuous Personal Development module for Health care professional volunteers

50 of new healthcare professionals and students trained

Expand Healthy Athlete Programs /

Healthy Athlete offered at Ireland Games, 5 Regional Events and introduced at Area level

1,600 Healthy Athlete interactions complete

Strategy D: Refine and enhance the Volunteer Programme to provide well-trained and an appropriate level of resources where they are critically needed

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Volunteer Strategy developed /

Develop Volunteer Strategic Plan

Volunteer Strategic Plan in place by June 2016

Enhance Volunteer Recruitment and Registration Process /

Develop facility for volunteers to register on line
Establish efficient and effective process to match volunteers to areas of need

Recruit teams of volunteer to work in the each Volunteer Support Centre within regions and centrally

Facility for online registration in place and operational
Process in place for appropriate identification and assignment of volunteers to vacant roles.
85% of identified vacancies filled within the specified timeframe requested

Volunteer Support Centres operating in all offices at least 4 days per week

Drive efficiencies in the vetting of volunteers through expansion of online operation /

Reduce hard-copy paperwork and timeframe for vetting of volunteers

100% volunteers channelled through e-vetting process

Enhance the safety and protection of all through vetting and re-vetting of volunteers /

Comply with legislation (when introduced) on the vetting of volunteers and develop process for re-vetting volunteers every 3 years

Re-vetting process for volunteers in place to ensure all are vetted every 3 years.

Enhance and provide accessible training opportunities and information to volunteers /

Accessible information and training available online to volunteers
Expand number of training modules offered online.

4 new training modules available online for volunteers

Strategy E: Garner and Improve external support and awareness through PR and Social Media, celebrities and government engagement

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Implement a Marketing & Communications Strategy to meet long-term needs /

Develop a Communications Strategy to manage and retain relations and to meet needs of the programme.
Upgrade Website

Communication Strategy in place by November 2016 to cover strategic period up to 2020.
New user-friendly updated website with accurate and up to date information.

Strengthen and develop Corporate Relations /

Nurture and develop corporate relationships that will have a more long-term engagement and relationship.

Design and deliver Corporate Fundraising Plan with each region to strengthen relationship management of existing corporate bodies
Retain sponsors through the sponsorship of regional events and activity.

Implement Sponsorship agreements & annual staff engagement & reporting plans with sponsors
4 sponsors retained for 4-year relationship

Annual Corporate Fundraising Plan agreed with each Region

10 Regional events/projects sponsored
Strategy in place for sponsorship of Area Events by 2019

Use social and traditional media to get attention /

Design and deliver annual digital marketing plan for organisation with input from all regions and departments
Regularly access new and upcoming digital marketing channels to determine whether they should be utilised as a communications tool for SOI

Over 100,000 of people publicly demonstrating support through social media (Facebook 81K, Twitter 17K, Linkedin 4K)
2% change in awareness/attitudes in Northern Ireland

Continue to grow fundraising income generated from National and regional events /

Grow the Annual Collection day to result in Year On Year increase of 5%

Build the Annual Polar Plunge campaign to €100K per annum fundraising event by 2020

Increase income from collection day by 5% per annum resulting in €753,000 in 2020

Increase income from Polar Plunge to €100K per annum

StrategyF: Maximize external impact of Games and competitions to showcase athletes’ abilities

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Build on
delivery of high quality competitions /

Monitor and review sports to provide either single, combined regional or national competition to ensure opportunities for quality competitive experiences for athletes.
Review events within each sport to ensure there is an opportunity for a quality competitive experience.

Train and develop Event Management Teams to run quality competition events

All sports and events monitored annually to ensure opportunities for quality competitive experiences exist for athletes

All competition event run by trained event management teams

Deliver
high quality 2018 Special Olympics Ireland Games /

Recruit and train volunteers to plan and manage the 2018 Games.
Provide training and support to Regional Management Team and Coaches to drive a quality Games experience for athletes and families.

Well-trained Games Organising Committee in place for 2018 Games.
5 Regional Management Teams trained and equipped to support athletes at 2018 Ireland Games

Use Games and Events to increase awareness and attract new supporters /

Maximise opportunity for sponsor engagement for 2018 Games
Target new and existing sponsors/funders

Develop 2018 Games Sponsorship Plan
Achieve €10.5m Advertising Value Equivalency in 2018
Design and Implement fundraising plan to deliver required target for the 2018 Games
Increase spectators at all competition events by issuing invite to the family of competing athletes in a minimum of 5 events per year
Increase spectators at Ireland Games by targeting families, schools and local community groups

Develop plan for participation in 2017 World Winter Games, 2018 European Games and 2019 World Summer Games /

Prepare plan for participation in 2017 World Winter Games in Austria

Prepare plan for participation in 2018 European Games
Prepare plan for participation in 2019 World Summer Games

Trained and qualified Management and Coaching teams in place to support programme’s participation in World Winter Games (2017) and World Summer Games (2019)

Athletes and Management Teams trained and prepared for participation at international level
Athletes and Management Teams trained and prepared for participation at international level

Strategy G: Build capacity through investment in Resources and Technology, strengthening Leadership and Governance and by generating of sustainable Funding

Build capacity through investment in Resources and Technology

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Enhance the recognition, reputation and profile of Special Olympics Ireland within the sports and wider community through our relocation to the National Sports Campus in Abbotstown /

Establish an effective and functioning Special Olympics Office within the National Sports Campus, in Abbotstown, that is welcoming, accessible and open to staff, volunteers, athletes and other stakeholders.
Expand and enhance +e collaborative opportunities with Sport Ireland and the National Governing Bodies of Sport.

Fully operational office and training facilities in Abbotstown
Volunteer Support Centre in Abbotstown staffed by volunteers for a minimum of 100 man-hours per weeks
Solid relationships and communication established with partners in Abbotstown

Invest in Technology to enhance effectiveness and efficiency /

Develop a robust, sustainable IT infrastructure to support the organisation’s needs into the future.

Office IT infrastructure and equipment in Abbotstown successfully meets the needs of the overall organisation
Update Finance System to comply with regulatory and legislative needs and to generate efficiencies
Update Human Resources (HR) System
Develop online registration for volunteers
Develop online system for Annual Affiliation of clubs
Upgrade and redevelop the SO Ireland Website
Upgrade Moodle Platform/software and equipment to facilitate development of training module

Leadership, Governance & Program Excellence

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Increase Program leader training & development /

Invest in staff training and development
Pathway of Training and Development in place for staff
Pathway of Training and Development in place for volunteers

Suite of online training courses and modules easily accessible by staff and volunteers

Training Program established for Regional Committee

Grow the number of Athlete Leaders through the provision of training and leadership opportunities

Annual investment in staff training and development circa 0.35% of costs
Strategy for staff Training and Development in place
Pathway for Volunteer Training and Development in place

4 Governance and Compliance related courses developed and rolled out
4 new Programme-related online courses for volunteers
Train staff in online tools for training

100% of new Regional Committee members trained in role

Annual Athlete Forum established in each region from 2017
500 Athlete Leaders trained to undertake leadership roles
Ireland Athlete Leadership Forum held in 2018

Actively engage Board Members and Patrons to drive strong governance, develop excellence and to provide support /

New Board Members to complete Board Induction and Governance training
Annually engage each Board Member in at least one club visit or in attending a competition event
Continue to recruit new Patrons to support the programme.
Engage each patron to support, individually or collectively, at least one project per year

All Board Members complete Board Induction and Governance training
Board Members complete at least one club visit or attend one competition event annually
4 new Patrons recruited to support the programme by 2020
One project per year, at a minimum, supported by patrons

Improve governance, operational effectiveness and efficiency /

Review and update organisation’s documents and systems to comply with legislative and regulatory requirements.
Review of Compliance with Code of Governance completed annually

Empower Club Management Teams and volunteers to implement strong governance and best practice management
Develop a Club Recognition Scheme to drive strong governance and operation in Special Olympics Clubs
Develop online training and resource to support club governance and management

SO Ireland Constitution in place and fit for purpose
Obligations and Requirements of Charity and Company Law met fully
New Athlete Participation Form in place

Club Management Teams trained on good governance and best practice management

50 Clubs achieve Special Olympics Ireland Club Recognition Award

Ensure compliance with regulatory legislation and best practice guideline for the protection of all stakeholders /

Comply with the legislative requirements of The Children First Bill 2014

Children First Safeguarding Training module in place for registered volunteers

Generate Sustainable Funding

Strategic Initiative / 5-Year ACTIONS / 5-Year Metrics & Targets
Establish Sustainable Income Structures /

Ensure the operational strategy is manageable within available income streams across the 4 year advancement cycle 2016-2019 costing €23m

Core Government Grants to cover 42% costs
Sponsorship & Fundraising to cover 46% costs
Investment Income to cover 5% costs
Participation Fees and other Income to cover 7% costs
Achieve a balanced budget across 2015 – 2020 in keeping with the 2014 restructuring plan

Manage Reserves /

Ensure an appropriate reserves policy to fit the needs of the organisation over the strategy period

Provide for a designated reserve to ensure the continuity of the organisation
Manage the balance of reserves through efficient and effective investments allowing for cash-flow requirements
Monitor the performance of the investment portfolio towards achieving a target of 3.8% average return per annum

Manage risks to core Government Income /

Minimise risk of core Government funding dropping below 42%

Secure funding agreements will all core funders

Manage risks to Sponsorship funding /

Minimise risk of Sponsorship funding dropping below current 46%

Secure multi-annual funding agreements with 4/5 long-term sponsors