Structure of Special Olympics New Hampshire

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Overview of structure including relationship with SOI, board of directors, staff and planning

Relationship to SOI

Special Olympics New Hampshire is a registered 501(c)(3) organization.

Special Olympics New Hampshire is a registered 501(c)(3) organization. Special Olympics accredits Programs to ensure the worldwide quality, and ultimately the growth, of the Special Olympics Movement. Biannually, we apply for and receive accreditation from SOI to be a part of the Special Olympics movement. To be accredited, we must meet certain standards:

• Have a Board of Directors, comprised of at least one sports expert, one expert in the field of intellectual disabilities, one Special Olympics athlete trained on Board/Program Committee participation, and at least one close family relation of a Special Olympics athlete.
• Operate within their jurisdictional limitations.
• Seek to increase the number of athletes involved in Special Olympics and measure growth in a standard way.
• Prohibitions are set out in relation to the display of commercial messages on athletes’ or coaches’ uniforms at Games, on the limited use of National Flags and National Anthems at Games, and on the use of alcohol and tobacco products at Special Olympics competition venues.
• Follow governance requirements such as compliance with laws and voluntary standards, financial and insurance requirements, codes of conduct and avoidance of conflicts of interest.
• Comply with the General Rules, which can be found on the SOI resources website.

The global Special Olympics movement is structured as follows:

• SOI is led by a board of directors.
• SOI headquarters is located in Washington DC.
• SOI has seven regions (Africa, Asia Pacific, East Asia, Europe / Eurasia, Latin America, Middle East / North Africa and North America) that oversee the accredited programs in their area of the world.
• SONA oversees all accredited programs in the United States, Canada and the Caribbean.
• SONH oversees our programs and areas.
• Our programs and areas oversee our athletes and coaches.

Board of Directors

The Board of Directors is responsible for overseeing the effective management, direction, and mission of SONH. The essential functions of the Board of Directors are approval and periodic review of the SONH budget, policymaking, assurance of sound management and establishment and supervision of policies as to income and expense.

Staff

 Staff SONH uses a three-department structure to organize its work.

• Data Department: Manages the collection, organization, and analysis of all data related to our work—this includes event registrations, donations, constituent records, and more.
• Development & Communications Department: Responsible for securing all funding and promoting our mission through outreach, marketing, and communications.
• Programs & Events Department: Brings the mission of SONH to life by delivering programs in sports, Unified activities, health, and fitness—and by planning and executing all related events and competitions

At Special Olympics New Hampshire, titles reflect an individual’s level of responsibility, decision-making authority, and autonomy. These expectations support our evolving culture of clarity, accountability, and leadership.

• Coordinator – Carry out work with guidance: Coordinators are responsible for executing tasks or projects with clear direction from a supervisor. While they are encouraged to take initiative and problem-solve, they are expected to check in when unsure or when decisions fall outside established plans or procedures. Strong communication, reliability, attention to detail, and a willingness to learn are key. Coordinators do not supervise staff but often work collaboratively with others and contribute meaningfully to project success.
• Manager – Drive results with support: Managers are responsible for delivering on projects or functions, typically following a tactical plan developed with their supervisor. They are expected to execute the plan, monitor progress, identify issues, and make improvements to ensure success. Managers work with increasing independence but continue to receive regular guidance and support. They coordinate volunteers and may supervise temporary or seasonal staff, but do not oversee full-time staff.
• Director – Own the work, lead others, and execute with supervision: Directors lead defined areas of work and are responsible for developing tactical plans in partnership with their supervisor. They oversee staff, provide direction, and are accountable for team performance and outcomes. Directors are expected to lead with clarity, coach and develop their team, and hold others accountable to goals and expectations. They collaborate across departments to implement plans and manage priorities. While they work closely with their supervisor for alignment, they are expected to lead their teams independently and take ownership of their functional area.
• Vice President – Make the business plan and drive accountability across teams: Vice Presidents take organizational goals and create department-level business plans to achieve them. They lead teams and cross-functional initiatives, ensuring alignment, execution, and results. VPs are responsible for developing staff, building capacity, and holding others accountable to clear goals and expectations. They are expected to foster collaboration, lead through change, and ensure their departments operate in line with the organization’s priorities and culture.
• C-Level – Set the strategic direction and lead organizational accountability: C-level leaders work in close partnership with the Board of Directors to define the organization’s strategic vision and long-term goals. They lead the organization by setting priorities, aligning strategic vision and long-term goals. They lead the organization by setting priorities, aligning teams, and driving a culture of accountability. C-level leaders are responsible for developing staff, creating systems that support performance and clarity, and ensuring that all departments are working in service of the mission and strategic goals.

Review the attached organizational chart and related job responsibilities document for a full picture of the SONH staff.

Planning

At Special Olympics New Hampshire, titles reflect an individual’s level of responsibility, decision-making authority, and autonomy. These expectations support our evolving culture of clarity, accountability, and leadership.

In New Hampshire, every three years our Board of Directors develops a Strategic Plan for New Hampshire. The New Hampshire Board of Directors is committed to developing strategic plans that align with the SOI Strategic Plan. Regularly, the board will receive updates on progress made on the Strategic Plan. Annually, at the board retreat, we will review the prior year’s progress and update the implementation plan for the coming year as needed.

Note: The current 2024–2026 Strategic Plan has been placed on hold as we focus on realigning and rebuilding our infrastructure to better support long-term success.

To bring the Strategic Plan to life, SONH uses three levels of planning that connect long-term goals with day-to-day action:

Strategic Plan = The Destination: Created by the Board in alignment with SOI’s global vision, this plan outlines where we want to go as an organization over the next 3 years.

Business Plan = The Route: Developed annually by the staff, the business plan translates strategic goals into department-level objectives. It identifies how we’ll allocate resources, organize efforts, and track progress. Each department contributes to the business plan by identifying specific goals that support the broader strategy.

Tactical Plans = The Turns: Tactical plans live at the team and individual level. They guide daily work and short-term projects. Staff at the Manager level and above are expected to either execute and improve upon tactical plans (Managers), develop them with guidance (Directors), or lead the creation and integration of multiple plans (VPs). Tactical planning ensures that day-to-day actions are aligned with broader goals and consistently driving progress.

Relationship with the International Olympic Committee

Through a Protocol of Agreement signed on February 15, 1988, the International Olympic Committee (the “IOC”) officially recognized SOI and agreed to cooperate with SOI as a representative of the interests of athletes with intellectual disabilities. The IOC’s formal recognition of SOI carries with it a solemn duty and responsibility, which must be discharged by SOI and all of its Accredited Programs, to conduct Special Olympics training and competition in accordance with the highest ideals of the international Olympic movement, to guard and protect the use of the term “Special Olympics,” and to protect the word “Olympics” from Special Olympics Official General Rules unauthorized use or exploitation. 

The IOC’s Protocol of Agreement with SOI prohibits SONH from using the 5 ring Olympic logo, the Olympic anthem, or the Olympics motto.