That's a great question.
I think athlete growth is our biggest area. The present Special Olympics is reaching about 5% of individuals who would be eligible for our programs. While we are very proud of the work we do and the number of athletes we have, we realize that we're just scratching the surface. There's so much more we could do. I think that is the number one priority.
This goes hand-in-hand with having more volunteers. All of our coaches in all of our community programs across the country are volunteers. They are not paid. They are the heart and soul of our organization and are very much required in order for us to deliver our quality programs.
The organizational or sustainable capabilities portion of our growth strategy is an important one. If and when we achieve our growth targets, we are going to be a very different organization in size and scope. From a delivery perspective and how we operate as an organization, we have to keep up with that growth in the way we're working, in how efficient we are in the technology we use, in the staffing we have, and in how we're messaging and providing awareness to the public about what it is we do.