Strategic objective 1: To strengthen the SOU Secretariat operations
- Undertake an organizational assessment and develop an organogram
- Undertake recruitment for human resources
- Develop internal operational policies (Financial, HR, Resource mobilization / fundraising, Technical sports policy, Constitution) *see SOI and SOA documents
- Marketing and Promotion strategy – to include public relations and communications policies and structures
- Provide training to SOU Secretariat staff and Board for strengthened operations
Strategic objective 2: Achieve financial sustainability for SOU operations and program activities ( Pillar 5).
- Develop a fully costed budget and annual operational plan
- Develop concept documents and proposals on a consistent basis *take into consideration funding cycles for different sponsors
- Secure funding for program management and administrative activities
- Develop a fundraising strategy and action plan (in-kind vs. financial support, customized pitches to individuals, corporates etc; use of social media, etc)
- Design income sustainability program (merchandizing: T-shirts)
- Lobby Government Ministries and Parliament with the intention of securing long-term sustainable funding within annual budgets:
- Undertake audit backlog (since 2010- 2012) and appoint an auditor
Strategic objective 3: Increase membership and retention rates of athletes (Pillar 1 – Advancing quality sports and competitions)
- Hold year-round sports and competitive events
- Recruit more coaches to improve retention of athletes
- Motivate coaches – financial, training, recognition awards
- Increase the number and variety of sports offered under the SOU program
- Hold more unified sporting events
- Participate in more regional and international competitions
- Host one regional event in the next three years
- Hold more training and refresher trainings for athletes, coaches, officiating officials (referees, umpires and judges): hold ToT and cascade trainings
- Mobilize resources for equipment, uniforms, facilities
Objective 4: Strengthen family support networks to participate in SOU activities (Pillar 2 -Building communities)
- Fundraise for family members to participate in sporting events
- Tap into Family support network fund and Family health forum:
- Establish national and regional structures
- Build strategic alliances with schools and LGs who have facilities that could be used (partnerships)
- Hold family days to foster interaction and Sharing of experiences
- Partner families in need with those willing to support
Objective 5: Develop capacity of athletes, coaches and national staff (Building communities – Pillar 2; and Pillar 4: develop movement leadership)
- Leadership training
- So-get-into-it program(for schools to handle and relate to PWID)
- Athlete leadership training
- Coach training
- Hold Health screenings for PWID
- Develop curricula to address gaps in the current trainings eg. Life-skills forPWID, etc
- Provide health training (works through medical personnel)
- Special Olympics leadership training for Board members, National Director/ CEO, and other staff.