O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Special Olympics Southern California Board Orientation

2.408 visualizações

Publicada em

February 15, 2012

Publicada em: Esportes
  • Seja o primeiro a comentar

  • Seja a primeira pessoa a gostar disto

Special Olympics Southern California Board Orientation

  1. 1. We Are Special Olympics <ul><li>Special Olympics Southern California </li></ul><ul><li>New Board Member Orientation </li></ul><ul><li>February 15, 2012 </li></ul><ul><li>Kelly Pond </li></ul><ul><li>Vice President, Development </li></ul><ul><li>Monica McDade </li></ul><ul><li>Assistant Vice President, Individual Philanthropy </li></ul>
  2. 2. Welcome! <ul><li>“ Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence and trust.” </li></ul><ul><li>- BoardSource </li></ul>
  3. 3. Agenda <ul><li>Welcome </li></ul><ul><li>Program & Mission 101 </li></ul><ul><li>Board Orientation </li></ul>
  4. 4. SOSC Mission Statement The mission of Special Olympics Southern California is to provide year-round sports training and athletic competition in a variety of Olympic-type sports for children and adults with intellectual disabilities, giving them continuing opportunities to develop physical fitness, demonstrate courage, experience joy and participate in a sharing of gifts, skills and friendship with their families, other Special Olympics athletes and the community.
  5. 5. SOSC Vision Statement Special Olympics Southern California will provide sports and training programs for any child, youth or adult with intellectual disabilities who chooses to participate, thereby improving their lives and the lives of everyone they touch.
  6. 6. Volunteer Opportunities Training Public Relations Fund-raising Officiating Management Team (Area/County & State) State Board Member Office Support Partners Club Member Event Volunteer School/Agency Coordinator Games Mgmt Team (Area/County & State) Coaching Unified Sports™ Partner Chaperoning Recruiting Athletes, Families & Volunteers Medical Support
  7. 7. Statement of Eligibility <ul><li>Special Olympics training & competition provided to: </li></ul><ul><li>Persons with Intellectual Disabilities (ID) </li></ul><ul><li>Age 8 years or older </li></ul><ul><li>Registration with Special Olympics to participate (Application for Special Olympics Participation) </li></ul>
  8. 8. Persons with Intellectual Disabilities <ul><li>Identified by agency or professional </li></ul><ul><li>Have a cognitive delay </li></ul><ul><li>Have a closely-related developmental disability </li></ul>
  9. 9. Incidence & Prevalence <ul><li>Incidence </li></ul><ul><ul><li>300 million worldwide </li></ul></ul><ul><ul><li>7.5 million in US </li></ul></ul><ul><li>Prevalence </li></ul><ul><ul><li>7 times more than deafness </li></ul></ul><ul><ul><li>9 times more than cerebral palsy </li></ul></ul><ul><ul><li>15 times more than total blindness </li></ul></ul><ul><ul><li>35 times more than muscular dystrophy </li></ul></ul>The U.S. Census formula estimates that 2.5% of a county population has ID.
  10. 10. Unique from Other Sports Organizations <ul><li>Sports opportunities for all ability levels </li></ul><ul><li>Divisioning for equitable competition </li></ul><ul><li>Awards for all participants </li></ul><ul><li>Random draw for advancement to higher levels of competition </li></ul><ul><li>No fees charged to athletes or family members </li></ul>
  11. 11. Sports Rules <ul><li>Based on Governing Body Rules of International Olympic Organizing Committee </li></ul><ul><li>Contain few modifications </li></ul><ul><li>Provide sports & events for all ability levels </li></ul><ul><li>Govern all Special Olympics competitions </li></ul>
  12. 12. Divisioning <ul><li>Provide all competitors a chance to EXCEL </li></ul><ul><li>No more than 3-8 athletes or teams per division </li></ul><ul><li>Grouped by age & gender </li></ul><ul><li>Further separated by ABILITY: </li></ul><ul><ul><li>For individual competition - 10-15% guideline and preliminaries </li></ul></ul><ul><ul><li>For team competition - </li></ul></ul><ul><ul><ul><li>Skills Assessment Tests and </li></ul></ul></ul><ul><ul><ul><li>Classification rounds of competition </li></ul></ul></ul>
  13. 13. Competition Opportunities <ul><li>Leagues </li></ul><ul><li>Local scrimmages & competition </li></ul><ul><li>Tournaments </li></ul><ul><li>School sports </li></ul><ul><li>Community or club programs </li></ul><ul><li>Invitationals </li></ul><ul><li>Program-level games & competition </li></ul>
  14. 14. Progression of Games <ul><li>World </li></ul><ul><li>National </li></ul><ul><li>State/Chapter </li></ul><ul><li>Region </li></ul><ul><li>Area/County </li></ul><ul><li>Local </li></ul>
  15. 15. World Games 2015 <ul><li>The world's largest sports and humanitarian event is coming to Southern California. Los Angeles will host the Special Olympics World Summer Games in July of 2015. </li></ul><ul><li>In a city full of movie stars and sports stars, Special Olympics athletes will be the stars of this show. More than 7,000 athletes from 170 countries are expected to compete in 21 sporting events. The games will also involve 40,000 volunteers and 500,000 spectators. </li></ul>
  16. 16. Increasing Sports Opportunities Sports Skills & Fitness Training Special Olympics Competition Unified Sports Opportunities Recreation Programs Community Competition Family Leisure Activities
  17. 17. Challenges/Opportunities <ul><li>More athletes </li></ul><ul><li>More volunteers, especially coaches & youth </li></ul><ul><li>Quality training & competition </li></ul><ul><li>Athlete leadership </li></ul><ul><li>Inclusive sports opportunities for all cultures, languages and ethnicities </li></ul><ul><li>More family involvement </li></ul><ul><li>Public education </li></ul>
  18. 18. Whom We Serve <ul><li>Community Based Programs: </li></ul><ul><li>Male- 65% </li></ul><ul><li>Female- 35% </li></ul><ul><li>Percent Ethnicity </li></ul><ul><li>11.18% African American </li></ul><ul><li>56.98% Anglo </li></ul><ul><li>5.59% Asian </li></ul><ul><li>22.36% Hispanic </li></ul><ul><li>0.67% Native American </li></ul><ul><li>3.22% Other </li></ul><ul><li>100% Total </li></ul><ul><li>School Partnership Programs: </li></ul><ul><li>Male- 64% </li></ul><ul><li>Female- 36% </li></ul><ul><li>Percent Ethnicity </li></ul><ul><li>9.17% African American </li></ul><ul><li>16.46% Anglo </li></ul><ul><li>8.87% Asian </li></ul><ul><li>62.67% Hispanic </li></ul><ul><li>0.04% Native American </li></ul><ul><li>2.79% Other </li></ul><ul><li>100 % Total </li></ul>
  19. 19. Protecting Our Coaches & Athletes <ul><li>Class “A” Volunteers=physical contact with athlete or fiduciary responsibility </li></ul><ul><ul><li>are required to be screened through background checks </li></ul></ul><ul><ul><li>Class “A” Volunteers must complete Protective Behaviors training (Online) </li></ul></ul><ul><li>Coach Education: Coach Certifications </li></ul><ul><ul><li>Coaching Special Olympics Athletes (CSOA) </li></ul></ul><ul><ul><li>Sports Specific Skills training </li></ul></ul><ul><ul><li>Must renew certification every 4 years </li></ul></ul>
  20. 20. Protecting Our Coaches & Athletes <ul><li>Codes of Conduct </li></ul><ul><ul><li>Currently enforced for Athletes and Volunteers (Coaches) </li></ul></ul><ul><ul><li>Has been developed for parents/spectators </li></ul></ul><ul><li>Insurance </li></ul><ul><ul><li>SOSC works with American Specialty to secure coverage for all events, training, and competitions. </li></ul></ul><ul><li>Financial Controls </li></ul><ul><ul><li>Cash handling policies and procedures </li></ul></ul>
  21. 21. Putting It All Together <ul><li>TRAINING is the key. </li></ul><ul><li>COMPETITION is the means. </li></ul><ul><li>Skill, confidence, courage & joy are the OUTCOMES. </li></ul><ul><li>Better preparation for life is the GOAL. </li></ul><ul><li>Lifelong skills & increased independence are the RESULTS. </li></ul>
  22. 22. Special Olympics- Elevator Speech <ul><li>If someone asks you: </li></ul><ul><li>What is Special Olympics? </li></ul><ul><li>What would you say? </li></ul>
  23. 23. History Eunice Kennedy Shriver began the concept of Special Olympics in 1963 as a day camp for people with intellectual disabilities to provide them with the therapeutic effects of physical fitness and sports. In 1968, she organized the first International Special Olympics Games, where 1,000 athletes from the United States, Canada and France competed. That year, Special Olympics was founded as a nonprofit organization.
  24. 24. Rafer <ul><li>“ After Bobby Kennedy was assassinated in 1968, Eunice approached me about becoming more involved in the Special Olympics movement. She persuaded me to participate as a way to continue Bobby’s legacy. So, I joined the first Special Olympics, Inc. Board of Directors and led a delegation of 40 California athletes and coaches to the first International Special Olympics Games in Chicago in 1968.” </li></ul><ul><li>~ Rafer Johnson from his book, “The Best That I Can Be.” </li></ul>
  25. 25. Special Olympics Structure Global Headquarters Special Olympics, Inc. (SOI) Africa East Asia Asia Pacific North America (SONA) Europe- Eurasia Latin America Middle East- North Africa Canada 52 United States Programs (SOSC) Caribbean Regional/ County Programs Local Area Programs National Chapters Regions Areas
  26. 26. Service Geography- Regions & Areas <ul><li><Insert map of service territory> </li></ul>Areas Regions* Headquarters* * One Region is housed in Gardena Headquarters and another in the Santa Clarita office, 11 Regions in total. Inyo
  27. 27. SOI Global Reach-2010 Data <ul><li>We are the world’s largest sports organization: </li></ul><ul><li>3.7 million athletes </li></ul><ul><li>170 countries </li></ul><ul><li>Top Sports: Athletics (Track & Field), Soccer, Basketball, Bowling, Aquatics </li></ul><ul><li>Cash $200 million </li></ul><ul><li>In-Kind$ 66 million </li></ul><ul><li> $266 million for 2010 </li></ul>
  28. 28. SOSC Reach - 2010 Data <ul><li>11,000 athletes </li></ul><ul><li>15,000 coaches and volunteers </li></ul><ul><li>12 Sports </li></ul><ul><ul><li>Spring/Summer Sports: Aquatics, Athletics (Track & Field), Basketball, Bocce, Golf and Gymnastics </li></ul></ul><ul><ul><li>Fall/Winter Sports: Bowling, Floor Hockey, Soccer, Softball, Tennis, Volleyball </li></ul></ul><ul><li>Cash $10.1 million </li></ul><ul><li>In-Kind $ 4.9 million </li></ul><ul><li>$15 million for 2010 </li></ul>
  29. 29. Deliver Our Mission In Innovative Ways <ul><li>Project UNIFY and Youth Engagement with School Partnership Program </li></ul><ul><li>Be a Fan Campaign </li></ul><ul><li>Healthy Athletes Program </li></ul><ul><ul><li>Six health disciplines </li></ul></ul><ul><li>End the Word Campaign </li></ul><ul><li>Athlete Leadership Program </li></ul>
  30. 30. Special Olympics vs. Major Brands <ul><li>Familiarity and Favorability </li></ul>Question: Do you know what the SO logo symbolizes? 95% Familiarity 72% Favorability Ad budget 2006 $635 million 90% Familiarity 88% Favorability Ad budget 2006 $90 million 77% Familiarity 95% Favorability Ad budget 2006 $0
  31. 31. Consistent Message <ul><li>“ If you are a fan of sports that create unity, athletes who inspire, and connections that foster acceptance, then you are already a fan of Special Olympics.” </li></ul><ul><li>The “ Be a Fan” campaign sends a powerful message that resonates with the general public, tapping into core values and attributes that everyone can appreciate - unity, acceptance, empowerment, dignity, courage, strength, pride, confidence and fun . </li></ul>
  32. 32. Research and Evaluation Facts <ul><li>Public does not perceive/believe individuals with Intellectual Disabilities (ID): </li></ul><ul><ul><li>are as competent </li></ul></ul><ul><ul><li>capable with independent living skills </li></ul></ul><ul><ul><li>should be educated alongside their peers or with non-disabled students </li></ul></ul><ul><li>Adults and Youth with greater involvement in SO perceived people with ID as: </li></ul><ul><ul><li>more competent </li></ul></ul><ul><ul><li>contributing members of society </li></ul></ul><ul><li>Did you know? </li></ul><ul><ul><li>Our athletes are 5 times more likely to be employed than peers not enrolled in SO programs. </li></ul></ul>
  33. 33. Messaging <ul><li>In a world where institutionalization, abuse, neglect and exploitation remain altogether too common for persons with ID, changing attitudes, teaching protective behaviors and promoting inclusion is crucial. </li></ul>Eunice Kennedy Shriver was instrumental in changing public perceptions that people with ID could achieve a greater potential than they were given credit for -- through the simple power of sports.
  34. 34. Messaging, The Impact of Special Olympics <ul><li>SO is important. We are not “just recreation.” </li></ul><ul><li>Our training and competition are an important source of community, inclusion, fitness, pride and skills that transfer well beyond the playing field…we’re also about… </li></ul><ul><li>…overcoming discrimination, promoting better nutrition and improved health outcomes, building better communication skills and relationships. </li></ul><ul><li>We need to move from “nice” to “necessary.” </li></ul>
  35. 35. Messaging, Impact of Special Olympics <ul><li>Special Olympics is not only about “them”, that is, our athletes. Rather, it is about all of us, gathering to learn from and be transformed by the example of the athlete. </li></ul><ul><li>SO is also a training ground for volunteerism and civic engagement, for helping change societal attitudes, strengthen families and promote communities of dignity and inclusion for all. </li></ul>
  36. 36. Board Responsibilities <ul><li>The Board is the legal guardian of the organization and is responsible for the organization’s current and future welfare. </li></ul><ul><li>Boards do this through their power to govern the organization…then in partnership with the CEO, lead the organization. </li></ul><ul><li>Fiduciary definition: </li></ul><ul><li>A person legally appointed and authorized to hold assets in trust for a nonprofit organization. The fiduciary manages the assets for the benefit of the charity rather than for his or her own profit. </li></ul>
  37. 37. Board Responsibilities <ul><li>“ To govern is to steer, to control and to influence from a position of authority. Governance deals with the legitimate distribution of authority throughout a system – whether a country or an organization.” </li></ul><ul><li>- BoardSource </li></ul>
  38. 38. Emerging Trends <ul><li>Accountability & Transparency </li></ul><ul><li>Increased Media and Public Scrutiny </li></ul><ul><li>Enlightened and Empowered Donors </li></ul><ul><li>High Expectations from our Communities </li></ul><ul><li>Website Watchdogs </li></ul><ul><li>Relevancy </li></ul><ul><li>Online Giving & Social Media </li></ul><ul><li>Diversifying Income Portfolio </li></ul>
  39. 39. Legal Obligations <ul><li>Duty of Care </li></ul><ul><li>Using your best judgment </li></ul><ul><li>Actively participating, paying </li></ul><ul><li>attention and doing your homework </li></ul><ul><li>Duty of Loyalty </li></ul><ul><li>Avoiding conflicts of interest </li></ul><ul><li>Duty of Obedience </li></ul><ul><li>Staying true to the organization’s Mission </li></ul><ul><li>PLUS – Duty of Transparency </li></ul>
  40. 40. Board Director Responsibilities - Time <ul><li>By this time next year, how will you be able to report back? </li></ul><ul><li>Board Directors are expected to: </li></ul><ul><li>Attend all four Board Meetings. </li></ul><ul><li>In the past 12 months, I have attended___Board Meetings? </li></ul><ul><li>Be well-informed about and articulate the key messages to advance the strategic initiatives and visibility of the organization. </li></ul><ul><li>In the past 12 months, I have served on a committee or task force to help implement the strategic plan. </li></ul><ul><li>Attend and participate in sports programming (games, competitions, trainings, clinics) events. </li></ul><ul><li>In the past 12 months, I have attended: (list) </li></ul>
  41. 41. Board Director Responsibilities - Treasure <ul><li>Board Directors are expected to: </li></ul><ul><li>Participate in and support fundraising events/meetings, corporate presentation or introduction and contacts for foundations and charitable giving. </li></ul><ul><li>In the past 12 months, I have attended: (list) and opened the door: (list) </li></ul><ul><li>Give personally, representative of your means, and to solicit (a) meaningful gift(s). </li></ul><ul><li>In the last 12 months I have/have not (circle one) made a meaningful, personal financial gift to the organization. </li></ul><ul><li>In the past 12 months, I have/have not (circle one) solicited a meaningful donation from an individual donor, corporation, foundation. </li></ul><ul><li>In the past 12 months, I have/have not (circle one) brought additional resources or in-kind support that has brought budget relief to the organization. </li></ul>
  42. 42. Board Director Responsibilities - Talent <ul><li>Board Directors are expected to: </li></ul><ul><li>Become engaged and active by providing pro bono expertise and skills to the organization. </li></ul><ul><li>In the past 12 months, I have utilized my experience to support the programs, services, fundraising activities and/or profile of the organization by (list). </li></ul><ul><li>Be an active participant in the support of the staff. </li></ul><ul><li>In the past 12 months, describe your actions or discuss how you contributed to the support or performance of the CEO and staff. </li></ul>
  43. 43. New SOSC Board Priorities <ul><li>We are currently modifying our Strategic Plan to better align with our parent organization, SOI’s : </li></ul>
  44. 44. Pillar #1 - Advance Quality Sports & Competitions <ul><li>1. Recruit Coaches and Athletes. Create Region-specific outreach plans focused on soccer and basketball, plus an overall Marketing and Public Relations plan, to recruit coaches and athletes. </li></ul><ul><li>2. Recruit Sports Leaders. Recruit individuals from established sports organizations to be a part of Sport Development Teams and Games Organizing Committees to expand support for SOSC’s sports programs. </li></ul><ul><li>3. Enhance Fall Games. Develop a plan to expand Expo Park activities and to increase publicity and awareness with internal and external constituents. </li></ul><ul><li>4. Local Program Model. Develop and pilot a revised Local Program Model in 2 Regions. </li></ul><ul><li>5. Young Athletes Program. Create a committee to assess opportunities to expand YAP throughout SOSC. </li></ul>New Strategic Plan Focus Priorities
  45. 45. Pillar #2 - Build Communities <ul><li>1. Families. Develop a comprehensive plan to communicate with and engage families in all SOSC activities. </li></ul><ul><li>2. Healthy Athletes. Develop and implement a plan to recruit professionals who can be trained as Healthy Athletes clinical directors. </li></ul><ul><li>3. Athlete Leaders. Identify opportunities for athletes to serve in key leadership roles (i.e., Regional Leadership Councils, Area Leadership Committees) and recruit athletes to fill those positions. </li></ul>
  46. 46. Pillar #3 - Connect Fans & Funds <ul><li>1. Online Fundraising. Assess current online revenue streams to determine the greatest opportunities for online growth and incorporate findings into the Online Fundraising Plan. </li></ul><ul><li>2. LETR Recognition. Develop and execute a LETR recognition program that keeps existing officers engaged and attracts new law enforcement officers. </li></ul><ul><li>3. Corporate Partners Fundraising Plan. Develop an organization-wide corporate partnership plan that will engage new companies through sponsorship, in-kind, special events, LETR and cause-marketing. </li></ul><ul><li>4. Engage Major Donors. Develop and cultivate 200 donors through CDMP contacts and engage them in an appropriate event or to provide continued direct program support. </li></ul><ul><li>5. Improve In-Kind Reporting. With feedback from staff, establish a system for obtaining and completing in-kind reports. </li></ul>
  47. 47. Pillar #4 - Develop Movement Leadership <ul><li>1. Recruit Volunteer Leaders. Identify volunteer leadership needs organization-wide and develop outreach plans to fill these key volunteer positions. </li></ul><ul><li>2. Regional Leadership Teams. For Regions with Regional Leadership Councils, review current structure and members to determine where additional representation is needed and recruit to fill positions. For Regions without Regional Leadership Councils, develop a recruitment plan that ensures diverse representation and reflects the communities served. </li></ul><ul><li>3. Staff Training. Assess overall organizational needs and create and implement a training plan that considers the unique needs of regional and chapter staff. </li></ul>
  48. 48. Pillar # 5 - Establish Sustainable Capabilities <ul><li>1. Create IT Evaluation Team. Develop an IT Evaluation Team to review current software and hardware and make recommendations for future technology solutions that improve organizational efficiency and communication. </li></ul><ul><li>2. Expand Sharepoint Functionality. Examine Sharepoint functionality to expand the use of collaboration and project management tools on the intranet and to centralize processes and improve organizational efficiency. </li></ul><ul><li>3. Improve Customer Service. Standardize critical processes used to track and service new athletes, families, volunteers, and donors. </li></ul><ul><li>4. Improve sosc.org Navigation . Form a team to evaluate the sosc.org website to ensure users can find the information they need to easily navigate the site. </li></ul>
  49. 49. SOSC Budget
  50. 50. SOSC Budget
  51. 51. Board Activation & Support <ul><li>When changes to the economy were becoming apparent in 2007/2008, Patrick and Bill challenged the Board to help bridge the funding gaps. </li></ul><ul><li>For fiscal years, 2007, 2008 & 2009, SOSC posted a deficit. </li></ul><ul><li>Our reserve funds decreased from $4M to $2M, this was the tipping point for the Board to create a balanced budget. </li></ul><ul><li>In 2010, we balanced the budget for the first time in four years despite this being an unprecedented time in economic history. </li></ul>
  52. 52. <ul><li>The House Raffle was positioned as a stop-gap measure for the next 2-3 years to build a funding bridge and balance the budget. </li></ul><ul><li>Due to its success, we anticipate the we will include it in our budget for it for at least 5 years. </li></ul><ul><li>The Board Challenge has proven to be successful, with each goal surpassed and the Board has self-identified they want to do more. </li></ul>Board Activation & Support
  53. 53. Board Challenge Tracking 2008-2011 <ul><li>2008 </li></ul><ul><li>- $250k goal </li></ul><ul><li>- $368k actual </li></ul><ul><li>- 69% participation </li></ul><ul><li>- Expectation $1,000 per Member = $64,000 </li></ul><ul><li>- New Challenge implemented </li></ul><ul><li>- Added “give or get” additional $4,000 cash and in-kind*: 64 x $4,000 = $256k new dollar focus </li></ul>2009 - $500k Impact goal - $585k actual - 63% participation (though activation decreased, 13 members increased support) - Economic uncertainty, retention focus - Added further definition: - “Impact Goal (today money)” = current direct budget relief - “Visionary Goal (tomorrow money)” = future relief ($350k) <ul><li>2010 </li></ul><ul><li>- $750k Impact goal </li></ul><ul><li>- $772k YTD actual </li></ul><ul><li>- 72% participation </li></ul><ul><li>- Economy stabilizing, retention and new dollar focus </li></ul><ul><li>- Began to include House Raffle ticket sales </li></ul><ul><li>- “Visionary” YTD: $423k </li></ul>* Criteria excludes event raffle ticket sales and auction donations 2011 - $1M Impact goal - $1,108,000 actual* - 89% participation - “Visionary” Goal (tomorrow money)” $647k * Without the extraordinary leadership of one director, the Impact total would have been at $400,000 .
  54. 54. Board Challenge Tracking 2012-2015 <ul><li>The next phase of the Board Challenge is being reframed, more information will be revealed at the next Board meeting… </li></ul>
  55. 55. Gold Medal Circle <ul><li>Our individual giving program is called the Gold Medal Circle (GMC). This recognizes donors of $1,000+ annually who give directly to Sponsor an Athlete programs, not through events. </li></ul><ul><li>Currently, the Board and SOSC staff comprise 47% of the GMC membership. </li></ul>
  56. 56. Integrating Shared Responsibility <ul><li>First: The Board is ultimately responsible for the organization, including its financial resources. </li></ul><ul><li>Second: The Board cannot be successful without strong staff support for daily business management. </li></ul><ul><li>Third: Staff cannot move forward without the vision and leadership from the Board. </li></ul>
  57. 57. Fundraising is a Team Sport <ul><li>Board Role </li></ul><ul><li>Gives </li></ul><ul><li>Advocates </li></ul><ul><li>“ Door Openers” – begins the relationship </li></ul><ul><li>Influencers </li></ul><ul><li>Governance </li></ul><ul><li>Professional expertise </li></ul><ul><li>CEO Role </li></ul><ul><li>Gives </li></ul><ul><li>The “Lead” fundraiser and the face of the organization </li></ul><ul><li>Development Staff </li></ul><ul><li>Gives </li></ul><ul><li>The strategists </li></ul><ul><li>Implements the strategies </li></ul><ul><li>Stewards the relationships </li></ul><ul><li>Supports the volunteers and the executives </li></ul><ul><li>Builds the teams </li></ul>
  58. 58. Culture of Inquiry <ul><li>Exceptional Boards institutionalize a culture of inquiry, mutual respect and constructive debate that leads to sound and shared decision making. </li></ul><ul><li>Key </li></ul><ul><li>Is there a shared culture that leads to informed decisions? Is there a two-way appreciation of challenging questions? How much candor is there amongst the Board Directors? Between the CEO and Board Directors? </li></ul>
  59. 59. Revitalization <ul><li>How do you “get the right people on the bus?” </li></ul><ul><li>What is the right balance between retaining experienced leadership talent and fostering “new Blood”? </li></ul><ul><li>What does an “ideal Board” look like for SOSC? How do you continuously renew yourselves? </li></ul>
  60. 60. Celebrate and Have Fun <ul><li>Recognize victories and progress </li></ul><ul><li>Appreciate individual contributions: </li></ul><ul><li>-to the Board </li></ul><ul><li>-to the organization </li></ul><ul><li>-to the community </li></ul><ul><li>Make room for humor and a good laugh and have fun! </li></ul>
  61. 61. Eunice <ul><li>“ If only we open our eyes and hearts, we will find in the athletes of Special Olympics the best of the human spirit, and through them, each of us will find the best in ourselves.” </li></ul><ul><li>~ Eunice Kennedy Shriver </li></ul>
  62. 62. <ul><li>Thank you for your volunteer leadership! </li></ul><ul><li>You will be emailed the login for the Board of Directors Intranet. </li></ul><ul><li>You can always find the latest information at www.sosc.org . </li></ul>