Organization Structure Task Force Recommendations & SOSC Plan Forward Southern California 1 Team Staff Advisors Board of Directors 2 Dave Bowman (Lead) Scott Evans Laura Mayo Bill Bryan Kelly Pond (Lead) Marsha HiranoNakanishi Bill Shumard Jeff Van Fossen John Peetz Alex Posada Andy Tymkiw Dick Van Kirk Methodology Use SOSC Strategic Plan as our compass Use recommendations from 2016 Structure Assessment task Force Use official SOSC-approved data and demographics
Benchmark other Special Olympics organizations as well as other SoCal non-profits Include staff leadership (Chapter and Field) inputs (e.g.: SWOT and definition of standard work processes) Include future workforce considerations in long term view Use Process-Based Management principles throughout Use existing job description definitions as applicable 3 Baseline Continue actions underway to address 2016 Structural Assessment Task Force recommendations 1. Improve/increase communications between HQ and Regions and between Regions 2. Share Best Practices 3. Improve overall collaboration 4. Establish improved guidelines and roles definitions 5. Define clear process for managing school programs, including transition programs to traditional sports and subsequent organization implications 6. Reduce span of control of VP Field Operations 7. Define Regions and boundaries 8. Shared accountability for Chapter and Regional goals 9. Identify volunteer business systems, processes and procedures to be developed for consistency across the organization with shared responsibility matrix 10. 4 Aggressively grow volunteer leaders Use Lean Process-Based Management techniques to stabilize and improve
processes for efficiency and eliminate waste Key Imperatives Move toward an organization design that best supports and promotes 5 key imperatives: 5 1. Promote One Team Unity 2. Build Quality Into Everything We Do 3. Ensure Efficiency of Operations 4. Strengthen and Leverage Volunteer Leaders 5. Accommodate Growth and Bolster Underserved Communities Summary Current Environment: Aggressive strategic plan, accelerated athlete growth forecasts, revenue growth challenges, cost challenges, variable athlete service quality/consistency, volunteer engagement/support opportunities, undefined process for school athlete transition to community programs and a hybrid central/decentral organization developed over time. Task Force Recommendation: Push more responsibility, authority and accountability out to local staff and volunteer leaders while ensuring centralized support, functional quality and efficiency guardrails exist. 6 Observations SOSC management has made significant strides in responding to recommendations from the 2016 Structure Assessment Task Force report Los Angeles County is an undeveloped market, with great potential to add new programs, supporters and athletes Consistency in program delivery needs to be strengthened, and field management upgraded organizationally A need still exists to define and implement strong programs to transition school athletes into existing and new community programs Volunteer development is a critical factor for future success
Senior field management is not sufficiently represented on the Senior Leadership Team Revenue generation skills and focus in the Field could be 7 Recommendations Rename Headquarters to Chapter Establish three major operating units (Divisions), each headed by a Senior VP who is a member of the SOSC Senior Leadership Team Within each Division, set up community-based operating Districts, and within Districts, Local Programs (Districts and Local Programs to include current Regions, Areas and Local Programs) Assign Divisions the primary responsibility for sports and competition management, facilities acquisition, the creation and management of Districts, and a significant role in revenue generation and cost management. Increase focus on developing Los Angeles to include staffing, District alignment, sponsor and volunteer development Define dual reporting roles for certain Chapter employees (i.e.: Chapter and Division roles) Redefine Chapter Senior Leadership team 3 Division SVPs + C-Suite 8 Senior Leadership Team Plan Forward Based on Organization Structure Task Force Recommendations and Current Strategic Plan Southern California 9 Implement 1. Establish three major operating units 1. Establish three major operating units (Northern,Central Centraland andSouthern Southern (Northern, Divisions)whose whoseleaders leaderswill willbe be Divisions) membersofofthe theSenior
SeniorLeadership Leadership members Team. Team. Northern Division: San Luis Obispo, Kern, Santa Northern Division: San Luis Obispo, Kern, Santa Barbara and Ventura Counties, Santa Clarita/Tri-Valley Barbara and Ventura Counties, Santa Clarita/Tri-Valley led by Laura Mayo led by Laura Mayo Central Division: Los Angeles & San Gabriel Valley, Central Division: Los Angeles & San Gabriel Valley, leader to be determined. Position to be posted in the leader to be determined. Position to be posted in the 10 coming weeks. coming weeks. Pilot in Central Division (LA/SGV Region) 2. 3. 2. Set up community-based operating Districts led by staff, Set up community-based operating Districts led by staff, and within Districts, Local Programs led by volunteer and within Districts, Local Programs led by volunteer leaders. leaders. 3. Functional areas (Sports & Programs and Development) Functional areas (Sports & Programs and Development) will be a part of the Division, while Districts will focus on will be a part of the Division, while Districts will focus on supporting and recruiting Local Programs. supporting and recruiting Local Programs. 4. Optimize Headquarters resources by identifying Optimize Headquarters resources by identifying positions that can have dual responsibilities to support a positions that can have dual responsibilities to support a Division, and also provide the strategy and expertise for Division, and also provide the strategy and expertise for the entire Chapter. the entire Chapter. 4. 11 Division Structure Draft This structure is based on roles, not positions within the Division. Ad m in is trative Support Bu si n e ss Man a g e m e n t Sp or ts & Pro g ra m s
Development & Co m m u n ic atio n s Raisers Edge Volunteer Engagement Volunteer Enga ge me nt Plan & Deliver Competition Gra nts GMS Ba nkin g Unified Champion Schools MyTRS Plan School Games Coaches Renewal Coaches Education Young Athletes Athlete Leadership 12 DIVISION Health & Wellness District 1 District 2 Local Program A Local Program D Local Program F Local Program B Local Program E Local Program G LETR Special Events District 3 Local Program C Major Gifts Social Media Marketing S pons ors hip Functional Areas support the Division & District Districts are led by Staff Local Programs are led by Volunteer Leaders Why?
To position ourselves so that we can provide quality programs to more athletes, without significantly increasing our current overhead. This approach moves more resources and support to Field Operations and creates a larger team of experts within an operating unit that can further collaborate and support one another, and divide work based on strengths and experience Provides more infrastructure to support the Local Program Volunteer Leaders Decentralizes more responsibility, authority and accountability Lends itself to shared resource opportunities, which will help us maximize resources and expertise Allows us to further position people within their strengths, and have them impact a larger geography 13 Engagement With your table partners, please brainstorm and document responses to the following: 1. Additional questions from the information presented 2. Reasons you agree organizational change is needed for SOSC to succeed 3. 14 Concerns regarding this plan 10 minutes and then each table to report out Thank you. Southern California 15 Benchmarking Summary (Page 1 of 2) SO ILLINOIS Unique Characteristics 17 Use self funded "Agencies" to manage local
programs. 11 Regions staffed with sports, development and volunteer management personnel. No Regional Leadership Councils Region names changed to letters instead of named cities/counties. "Big 3" alignment: 1) Improve service quality, 2) Reach more athletes, and 3) Raise revenue Outsourced HR services. Takeaways for Task Force Changed org restructure because 1) Sports & Competitions department and Field/Area Programs had duplicative efforts, 2) Area Directors were expected to wear too many hats, and 3) they needed better alignment of responsibility, authority and accountability. Removed the concept of "HQ Office". Consolidated regions into one of 3 business units called "Program Services" for North, Central and South. Previous HQ "functions" moved to one of the 3 Program Services business units. SO - COLORADO Unique Characteristics 18 School and Community programs focused on Unified Sports (85%) Sees SO as a "Social Justice" organization that uses "Sports" as a tool versus a "Sports" organization focused on "Social Justice". Development and School partnerships fully centralized at State Office. Employees travel a lot. School to Community transition strategy includes 1) communicating through school and agency normal communications methods to athletes and parents and 2) engaging school coaches to also coach community. Takeaways for Task Force Terminology: "State Office" instead of "Headquarters". Parks and Recs key to local program leadership Low overhead with 1 State Office and 2 Regional Offices. Regional Directors are solo with no staff (all volunteers). Piloting 2 RDs in Denver (one focused on competitions and the other on everything else). SO FLORIDA Unique Characteristics
67 counties with County Directors (some paid, some not). 11 Areas with Area Directors (some paid, some not). 5 Regions with Regional Directors (all paid staff). Regions are not named by city/county. All counties expected to self-fund. Deficiencies can be met through grant process to State Office. Supports any SO sport any county wishes to adopt. School-based teams can compete in Community competitions. Increasing use of independent contractors for Development Owns 2 buildings for Healthy Athletes/Communities and building a 3rd. 11 paid staff dedicated. 19 Takeaways for Task Force "One Team, One Mission". Professional Sports Leadership Council. Central organization drives quality Office spaces are largely donated. SO TEXAS Unique Characteristics 19 Areas that are numbered, not named, and follow the state definitions of "Education Service Centers". Larger Areas have a "Program Director" as well as a "Development Director". Smaller Areas have an Area Director responsible for both programs and development. Local Programs managed by volunteer "Head of Delegation" (over 1,000). Majority of HODs are agencies like Parks and Recs. All Local Programs must self-fund. Also, State Office charges HODs $30 per athlete to compete in State competitions Communications is centralized and all forms of communication must go through their staff of 4. SharePoint is used by all staff and volunteer leaders for all communications, records, etc. 20 physical offices including a newly built State Office. Budgets for Areas can grow as their Quality/Maturity Scorecards grow in levels. Count scrimmages as qualifying competitions to be able to compete in State competitions. Unified Sports are offered in Community Programs. Offer league play. Use SOI-sanctioned "National Federation of High School Coaches" (NFHS) online coach training to certify coaches.
20 Takeaways for Task Force "HQ" role is "to provide every service the field needs, so the field can focus on bouncing basketballs". "Shared Services" = HR + Volunteer Engagement + I.T. + Risk Management. All Area Directors and Area Program Directors report directly to HQ Field Services. All Area Development Directors report directly to HQ Development. Each Area/Program Director supports 30-60 HODs. Each Area has a volunteer Coordinator position that is filled by a volunteer and reports to the Area/Program Director. Volunteer Leadership Council - State Volunteer Director leads this council of one volunteer leader for each Area who is the volunteer coordinator for that Area. Special Olympics Southern California 2017 Enterprise Process Model 1.0 Lead the Enterprise 1.01 Manage Performance 1.06 Acquire & Manage Funding 1.11 Manage Risks, Issues and Opportunities 1.02 Integrate Strategic and Business Planning 1.07 Ensure Quality 1.12 Ensure Continuous Improvement 1.03 Create Annual Financial Plan 1.08 Manage Government Affairs 1.13 Manage Policies & Procedures 1.04 Manage PR & Marketing 1.09
Build Partnerships 1.14 Build & Support Board Members 1.05 Develop and Strengthen Organization Integrate and Deploy Processes 1.15 Plan/Implement 50th Anniv Campaign 1.10 2.0 Manage Programs/Services 2.01 Provide Competition Rules & Regulations 2.06 Facilitate Knowledge Management 2.02 Manage and Control Data Bases 2.07 Manage LAUSD School Programs * 2.03 Manage Local Community Relations & Outreach * 2.08 Define & Deliver Training & Education Programs 2.04 Deliver Championship Competitions * 2.09 Accelerate Champion Schools Acquisition 2.05 Define & Deliver Healthy Athlete Services * 3.0 Provide Resource Acquisition Training/Processes 3.01 Acquire Local Funding * 3.02 Acquire Athletes * 3.03 Acquire Coaches * 4.0 Provide Volunteer Training and Processes 4.01 4.02 3.04 Acquire Volunteers * 3.05 Acquire Facilities 3.06 Accelerate LPC Acquisition Transition School Athletes to Community Progs 3.07
Train & Manage Coaches * Train & Manage Volunteers * 4.03 Train & Manage Volunteer Leaders * 4.04 Build & Support RLC & GMT Volunteers * 5.0 Plan Service Delivery 6.0 Manage Service Delivery 5.01 Dev/Mod Services 6.01 Deliver Athlete Training * 5.02 Plan Athlete Training * 6.02 Deliver Local Competitions * 5.03 Plan Local Competitions * 6.03 Deliver Athlete Health Progs * 5.04 Plan Athlete Health Progs * 6.04 Deliver School Programs * 5.05 Plan School Programs * 6.05 Deliver Athlete Leadership Progs * 5.06 Plan Athlete Leadership Progs * 6.06 Deliver Young Athlete Program * 5.07 Plan Young Athlete Program * 5.08 Expand Athlete Health Progs in Regions/Schools
5.09 Increase Team Wellness Progs 7.0 Provide Enabling Infrastructure 7.01 7.02 Legend Provide Financial Services Provide Human Resources Services Chapter Field Schools * = Volunteer Leadership Intensive 7.03 Provide Communication Services 7.05 Manage Facilities 7.04 Provide Training 7.06 Provide Integrated IT Services Undeveloped Volunteers Ac q Lo c L Leadership Role P Partner Role S Support Role Chapter S S S S S S S S S S S S S S L S S S S S S S S S
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a e r e s s r in i n ) og Pl v in an mm ra ent t Te g m am (c Co age Vo r da ea m s Pl y- l unt s te an p e of ee at He tition -e h ve r s le a s Pl te nt an lth tra Vo Sc and lu in ho W in nt Pl o an gp ee el l rs la At Pr o lne n s h g sP ) Pl l r e a
an te m ro s gr Le Yo am De un g ade s r liv sh A th er ip l e P A De t r t liv hle e P r ogr te am er og T r S s De r a c liv rim aini m ng m er a ge De Co m s liv er peti De He tion al liv th s er & S De W ch e liv oo er l P ll ne S De ch rog ss P liv oo r ro er gr l C am am
De Ath om s s liv pe le t er ti e Le tio n Yo s un ad g A ers hi th Pr le o te Pr g ram og s ra m s Ac qu ire Future Field Process Leadership 3.0 Provide Resource Acquisition Training/ Processes 4.0 Provide 5.0 Plan Service Delivery 6.0 Manage Service Delivery Volunteer Training and Processes Special Olympics Southern California Conceptual Future Enterprise Process Model 1.0 Lead the Enterprise 1.01 Manage Performance 1.06 Acquire & Manage Funding 1.11 Manage Risks, Issues and Opportunities 1.02 Integrate Strategic and Business Planning 1.07 Ensure Quality 1.12 Ensure Continuous Improvement 1.03 Create Annual Financial Plan 1.08 Manage Government Affairs
1.13 Manage Policies & Procedures 1.04 Manage PR & Marketing 1.09 Build Partnerships 1.14 Build & Support Board Members 1.05 Develop and Strengthen Organization Integrate and Deploy Processes 1.15 Plan/Implement 50th Anniv Campaign 1.10 2.0 Manage Programs/Services 2.01 Provide Competition Rules & Regulations 2.06 Facilitate Knowledge Management 2.02 Manage and Control Data Bases 2.07 Manage LAUSD School Programs 2.03 Manage Local Community Relations & Outreach 2.08 Define & Deliver Training & Education Programs 2.04 Deliver Championship Competitions 2.09 Accelerate Champion Schools Acquisition 2.05 Define & Deliver Healthy Athlete Services 3.0 Provide Resource Acquisition Training/Processes 4.0 Provide Volunteer Training and Processes 3.01 Acquire Local Funding 3.01 Proc & Train Coaches
5.01 Dev/Mod Services 6.01 Deliver Athlete Training 3.02 Acquire Athletes 3.02 Manage Coaches 5.02 Plan Athlete Training 6.02 Deliver Scrimmages 5.03 Plan Scrimmages 6.03 Deliver Competitions 5.04 Plan Competitions 3.03 Acquire Coaches 3.03 3.04 Acquire Volunteers Proc, Train & Manage Local Prog Volunteer Leaders 5.0 Plan Service Delivery 6.0 Manage Service Delivery 6.04 Deliver Health & Wellnss Progs 3.05 Acquire Facilities 3.04 Proc, Train & Manage Div GMT 5.05 Plan Health & Wellness Progs 6.05 Deliver School Progs 3.06 Accelerate LPC Acquisition Proc, Train & Manage Div 3.05 Fundraising Event Teams 5.06 Plan School Progs 6.06
Deliver School Competitions 5.07 Plan Athlete Leadership Progs 6.07 Deliver Athlete Ldrshp Progs 5.08 Plan YA Progs 6.08 Deliver YA Progs 3.07 Transition School Athletes to Community Progs 3.06 Proc, Train & Manage Div Dayof-Event Volunteers 3.07 Proc, Train & Manage Day-ofEvent Volunteers 7.0 Provide Enabling Infrastructure 7.01 7.02 Legend Provide Financial Services Provide Human Resources Services Chapter Division District 7.03 Provide Communication Services 7.05 Manage Facilities 7.04 Provide Training 7.06 Provide Integrated IT Services Undeveloped Local Program New Division Data Using Q4 2017 Data CATEGORY NORTH DIVISION CENTRAL DIVISION SOUTH DIVISION Athletes - Community Programs
Athletes - School Based Programs Athletes - Young Athletes (Schools) Athletes - Young Athletes (Community) Total Athletes Total Unified Partners Total Competitions/Events Coaches Total Class A & B Volunteers Total Employees Schools Participating in SOSC Schools Program Unified Champion Schools (UCS), including SO colleges Total Population Geographic Size (sq. mi.) 2017 Revenue Budget 2017 Expense Budget 2017 Expense Per Athlete 2,648 1,934 144 132 4,858 44 51 895 2,655 18 85 22 2,375,327** 37,317** $1,419,397 $1,863,447 $384 1,644 9,851 5,719 113 17,327 1,264 83 796 2,275 8 353 31 10,553,246* 5,471* $889,669 $1,129,148 $65 3,051 5,672 1,213 112 10,048 499 59 1,105 3,345 16 214 27 10,504,924 32,772 $2,370,699 $2,143,980 $213 * Includes SC/TV Region as the data could not be separated ** Excludes SC/TV Region as the data could not be separated 24
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