SPECIAL OLYMPICS NEW MEXICO INC

Improving Quality of LIfe, Building Inclusive Communities and Transforming Lives through Sport

Albuquerque, NM   |  www.sonm.org

Mission

Special Olympics New Mexico provides 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.

Notes from the nonprofit

Special Olympics New Mexico provides year-round sports training and competition for children and adults with intellectual disabilities statewide through building inclusive communities, transforming lives through sport, and improving quality of life for our athletes. The ultimate goal of Special Olympics is to help persons with intellectual disabilities participate as productive and respected members of society at large, by offering them a fair opportunity to develop and demonstrate their skills and talents through sports training and competition, and by increasing the public’s awareness of their capabilities and needs. Our Core Values include athletes, families, community and corporate partners, donors, volunteers and staff. 1. Unquestionable Integrity Make decisions based on the collective interest of our athletes, staying mission-driven and athlete- focused Conduct business in a manner that maintains the highest level of dignity and respect. Maintain systems and processes around organizational governance ensuring fiscal responsibility, transparency, and accountability. Develop the capacity of our athletes, so they are engaged in inclusive and meaningful ways which transcend sport. Embrace the integrity of sport without compromising the rules or the way the game is meant to be played because of the disability or athlete limitations. 2. Unwavering Excellence Pursue our personal best with pride, discipline, and honor. Demonstrate passion that brings the Special Olympics mission to life; taking risks and setting the bar high. Commit to going the extra mile to ensure quality in our relationships, events, and interactions. Establish a culture that promotes the stability and sustainability of Special Olympics New Mexico. 3. Unbelievable Fun Celebrate the human spirit through effort and accomplishment. Enjoy the excitement, enthusiasm, spontaneity and laughter inherent in the Special Olympics experience. Experience the joy and friendship that comes with belonging to a team. It’s all about “the dance." 4. Undeniable Respect Embrace diversity and acceptance of all individuals. Appreciate and share in the challenges and experiences of Special Olympics athletes and their support systems. Show compassion and belief in everyone’s potential for success. Encourage personal freedom to take actions and make decisions using individual skills and talents. 5. Unlimited Family Provide a safe environment that supports personal and social development. Create a sense of belonging where all are welcome and appreciated. Foster a growing network of families who support and encourage one another through shared experiences.

Ruling year info

1980

Executive Director

Ms. Randy Mascorella

Director of Sports & Competition

Chris Page

Main address

6600 Palomas Ave NE Suite 207

Albuquerque, NM 87109 USA

Show more contact info

EIN

85-0268084

NTEE code info

Special Olympics (N72)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Since COVID 19, Special Olympics New Mexico has pivoted to a new way of offering sports and fitness opportunities to our athletes by creating Special Olympics Virtual Games and Wellness Challenges. Keeping our athletes engaged physically and emotionally while at their homes is our greatest challenge. Of those 3700 athletes, many live in rural and marginalized communities where access to digital media channels and technology is lacking. Developing new delivery systems through our Virtual programs is critical to their health and wellness. People with intellectual disabilities have a greater risk of developing diabetes, heart disease, obesity, and stroke. Physical activity to combat these conditions remains critical. Because many of our athletes will be hesitant to return to play, we will continue to offer Virtual programs and Fitness Challenges alongside our traditional sports training and competitions. Developing delivery systems for those who will remain at home is crucial.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Special Olympics Healthy Athletes

The health of Special Olympics athletes is directly related to their quality of life and ability to train and compete. Special Olympics New Mexico addresses these health concerns through the Healthy Athletes® Initiative, which provides health screenings to Special Olympics athletes in the following areas: Opening Eyes (vision), Special Smiles (dentistry), Fit Feet (podiatry), FUNfitness (physical therapy), Healthy Hearing (audiology) and Health Promotions.

Population(s) Served
People with learning disabilities

Special Olympics Unified Champion Schools fosters social inclusion, by bringing together students with and without intellectual disabilities on sports teams and by promoting youth leadership.
Youth leaders commit to shifting from a traditional helping approach to empowering athlete and youth leaders by providing them meaningful inclusive opportunities.

Population(s) Served
Children and youth

Unified Sports brings together Special Olympics athletes and individuals without intellectual disabilities to train and compete on the same team. The concept of combining athletes with intellectual disabilities and those without was first introduced in the mid-1980’s to promote equality and inclusion. Unified Sports enables athletes to learn new sports, develop higher-level sports skills, and experience meaningful inclusion as each athlete is ensured of playing a valued role on the team.

The Unified Sports program also enables athletes to socialize with peers and form friendships and to participate in their communities and have choices outside of Special Olympics (many Unified Sports teams are part of city and local leagues).

Population(s) Served
Adults

Special Olympics New Mexico’s Health and Wellness programming is designed to give our athletes the knowledge, support, and opportunities to lead health active lives on and off the playing field. Our fitness activities will promote active lifestyles outside of the traditional SO practice and competition schedule. We will utilize the Fit5 program to help motivate and track daily healthy habits. Healthy, fit athletes will perform better and lower their risks of preventable diseases.
Special Olympics New Mexico athletes are trained and certified to serve as Health Messengers that promote health, fitness, hydration, nutrition, and overall wellbeing.

Population(s) Served
People with learning disabilities

Where we work

Videos

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Special Olympics New Mexico provides year-round sports training and competition for 3,700 children and adults with intellectual disabilities statewide through Building Inclusive Communities, Transforming Lives through Sport, and Improving the Quality of Life of our Athletes.

Athlete development, games and competition model and management, coaching excellence, and Unified Sports. Athlete Leadership, empowering families, activating youth, improving athlete health and well-being, growing and enhancing volunteer experience, and engaging influential leaders and organizations. Improving results within our current sources of revenue, building new sources of revenue, building a stronger global brand that drives our value to society, creating a stronger community of support. Developing leadership strength and depth, defining the roadmap for success, and defining and recognizing achievements.

Redefined "official sport" versus "recognized sport," implemented a more efficient data delivery system, increased competition opportunities, created a competition realignment plan. Converted coaches training courses and certifications to an online system, included SONM Core Values and SONM Coaches Code of Conduct at all training schools. Increased the number of Unified Sports offered, implemented a new Unified Partner training. Incorporated Special Olympics athletes into sponsor recognition, increased presence of Special Olympics athletes as assistant coaches, integrated Special Olympics athletes into SONM education programs, implemented family representation into SONM education programs, continued to engage family members as local program coordinators and coaches, activated youth through Young Athletes and Project Unify programs in the schools, increased number of youth volunteers and competitions.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently

Financials

SPECIAL OLYMPICS NEW MEXICO INC
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

SPECIAL OLYMPICS NEW MEXICO INC

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board co-chair

Dub Girand

Highway Supply, LLC

Term: 2014 - 2023


Board co-chair

Ryan Danoff

Michael L. Danoff & Associates P.C.

Term: 2014 - 2023

Tom Padilla

Hub International

Steve Pino

Century Servvice Corporation

Kari Harnick

Harnick Orthodontics

Ryan Garcia

Wells Fargo

Sarah Friedman

Special Olympics Athlete

Warren Ellis

Mass Mutual

Consuelo Bolagh-Cowder

Blue Cross Blue Shield of New Mexico

Karen Hudson

Hudson Commercial

Mark Wiggins

Retired

Steve Soliz

KOB 4 Eyewitness News

Arthur Montoya

Art Montoya DDS

Nikki Hooser

Retired - Rancher

Connie Johnson

Retired - Realtor

Blake Brown

Retired - Rudy's BBQ

Dacia Card

Sandia Prep School Business Manager

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 3/4/2021
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 03/04/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.