Complete Packet

Friday, April 24, 20083:00 PM to 8:00 PM

BOARD OF DIRECTORS MEETING

Hotel Santa Barbara

AGENDA ITEMS

Topic Presenter

1. Welcome Fred Sanborn

2. Prayer Rolland Jacks

3. Introduction of Guests Fred Sanborn

4. Overview of Board Committee Manual (Item A-1) Rodney Suddith

5. Committee Meetings

a. Finance Committee i. Review of New Committee Charter and Job

Description ii. Discussion of Appropriate Responses to

Financial Challenges iii. Review of 2009-2010 Fiscal Budget

Committee Members: Cliff Lundberg, Dave Biehl, Bob Bryant, Bill Lindberg, Kathy Clenet, George Caylor

b. Nominating Committee (Governance Committee) i. Review of New Committee Charter and Job

Description ii. Election of Officers and Board Members iii. Discussion of Sylvia Hamilton Resignation iv. Discussion of Board Policy Manual Proposal

Committee Members: Ed Norman, Casey Roberts, Sue Carr, Dan Ribbens, Ron Brenneman

c. Policies & Ethics Committee (Development Committee) i. Review of New Committee Charter and Job

Description ii. Discussion of Development Strategies, Plans iii. Assessment of Need for Development Officer

Committee Members: Rolland Jacks, Jerry Cordernam, Robby Conn, Ken Chalfant, Carl Gans, Ed Wimberly, Suzannah Martin)

d. Executive Committee

Committee Members: Fred Sanborn, Russ Carr, Chair of Each Standing Committee, Rodney Suddith (ex officio)

6. Break (5:45 PM to 6:00 PM)

7. Special Presentation

a. Welcome Fred Sanborn

b. Prayer Ed Norman

c. Introduction of Guests Russ Carr

d. Introduction of Aloysius and Esther Kyazze Russ Carr

e. Special Report – Sports Outreach Gulu, Uganda Aloysius and Esther Kyazze

f. Questions and Answers

SOI BOARD MEMBERS

Fred Sanborn Chairman

Russ Carr President

Dave Biehl Co-Treasurer

Cliff Lundberg Co-Treasurer

Robby Conn Co-Secretary

Casey Roberts Co- Secretary

Sue Carr Assistant to the President

Ron Brenneman

Dr. Bob Bryant

George Caylor

Dr. Ken Chalfant

Kathy Clenet

Jerry Corderman

Carl Gans

Sylvia Hamilton

Dr. Rolland Jacks

Dr. William Lindberg

Suzannah Martin

Dr. Ed Norman

Dan Ribbens

Dr. Ed Wimberly

SOI ADMINISTRATION

Rodney Suddith Executive Director

Morgan Allen Operations & Communications Director

Deborah Hallgren Administrative Director

Sam Casey Short-Term Teams Director

Dustin Swinehart Asst. Executive Director

Don Brenneman Program Development Coordinator

Steve Clark Special Projects Coordinator

Steve Long Camp Development Coordinator

8. Closing Prayer, Adjournment, Dinner Casey Roberts

Saturday, April 25, 20088:30 AM to 1:00 PM

BOARD OF DIRECTORS MEETING

Westmont College

AGENDA ITEMS

Topic Presenter

1. Welcome and Call to Order Fred Sanborn

2. Prayer Rolland Jacks

3. Introduction of Guests Fred Sanborn

a. Words of Greeting Aloysius Kyazze

4. Minutes of Fall Meeting (Item B-1) Robby Conn Casey Roberts

5. Treasurers Report Dave Biehl Cliff Lundberg

6. President’s Report Russ Carr

7. Executive Director’s Update – State of SOI Rodney Suddith

8. Action Items

a. Omnibus Motion (Item B-2) i. Housing Allowances for Don Brenneman,

Steve Long, Dustin Swinehart (Item A-2) ii. Retention of Robert Morse, Independent CPA iii. Date of Fall Board Meeting

Friday/Saturday, September 25 and 26, 2009

Fred Sanborn

b. SOI Conflict of Interest Policy (Item B-3) Fred Sanborn

c. Election/Confirmation of Board Members (Item B-4) Ed Norman

d. Election/Confirmation of Board Officers (Item B-4) Ed Norman

e. Proposed Budget for 2009-2010 (Item B-5) Rodney Suddith

f. Strategic Plan – Part B (Item B-6) Rodney Suddith

g. Revised Job Description for Russ Carr (Item B-7) Casey Roberts

9. Committee Reports

a. Finance Committee Committee Members: Cliff Lundberg, Dave Biehl, Bob Bryant, Bill Lindberg, Kathy Clenet, George Caylor

Dave Biehl Cliff Lundberg

b. Nominating Committee (Governance Committee) Committee Members: Ed Norman, Casey Roberts, Sue Carr, Dan Ribbens, Ron Brenneman

Ed Norman

c. Policies and Ethics Committee (Development Committee) Committee Members: Rolland Jacks, Jerry Cordernam, Robby Conn, Ken Chalfant, Carl Gans, Ed Wimberly, Suzannah Martin)

Rolland Jacks

SOI BOARD MEMBERS


Russ Carr President






Ron Brenneman

Dr. Bob Bryant

George Caylor

Dr. Ken Chalfant

Kathy Clenet

Jerry Corderman

Carl Gans

Sylvia Hamilton

Dr. Rolland Jacks


Suzannah Martin

Dr. Ed Norman

Dan Ribbens

Dr. Ed Wimberly

SOI ADMINISTRATION









d. Executive Committee Committee Members: Fred Sanborn, Russ Carr, Chair of Each Standing Committee, Rodney Suddith (ex officio)

Fred Sanborn

10. Old/New Business Fred Sanborn

a. Meeting Assessment (Item B-8) Rodney Suddith

b. Board Directory Information Update Rodney Suddith

11. Season of Prayer Ed Wimberly

12. Adjournment Fred Sanborn

Date April 24, 2009

Item Number A-1 AGENDA ITEM INFORMATION Agenda Number 4

Board Committee Manual From: Rodney Suddith, executive director

SUMMARY / DESCRIPTION

In accordance with the Strategic Plan approved at the last board meeting, the board committee structure has been reorganized. The attached Board Committee Manual has been developed to provide a comprehensive overview of each of the four standing committees of the board:

1. Finance Committee 2. Governance Committee 3. Development Committee 4. Executive Committee

This document includes a new and revised charter and job description for each committee.

OTHER INFORMATION

Disposition: Action

Recommendation: The Executive Director recommends the approval and adoption of the SOI Board of Directors Committee Manual.

BOARD OF DIRECTORS STANDING COMMITTEE

Sports Outreach Institute Board of Directors Standing Committee Manual Page 1 of 15 Approved (proposed): April 4, 2006

MANUAL


TABLE OF CONTENTS

1. Committee Protocol Page 3

2. Position Description: Committee Chairman Page 4

3. Development Committee Page 6

4. Finance Committee Page 7

5. Governance Committee Page 8

6. Executive Committee Page 10

7. Position Description: Chairman of the Board of Directors Page 12

8. Position Description: Vice-Chairman of the Board of Directors Page 13

9. Position Description: Treasurer of the Board of Directors Page 14

10. Position Description: Secretary of the Board of Directors Page 15


Subject: Committee Protocol Date Adopted: April 24, 2009 (Proposed)

1. The board will decide what committees will be formed and appoint a board member to chair each committee.

2. Non-board members can be invited to be part of the committee.

3. The committee chair is authorized to approach prospective committee members based on the prior approval of the board chair.

4. A committee meeting can be called by the chair of the committee or by the chair of the full board.

5. Each committee will be made up of a minimum of three and maximum of eight members approved by the board chair or executive director. A majority of the committee members shall constitute a quorum for any decision of the committee.

6. The board will set the goals of the committee, while the committee will set its own strategies for reaching those goals.

7. Committees will meet at least every other month (meetings may be phone conference, online, etc.), alternating with full board meetings. The chair of the committee will report in writing at the following board meeting the progress and activities of the committee.

8. The board chair and the executive director can sit on any committee ex officio. They will be copied on all committee correspondence.

9. Staff persons present at a committee meeting will be present to assist because of knowledge of the actual day-to-day operations. An important job of the head of the committee is to protect the staff from being assigned tasks inappropriate to the committee.

10. The executive director is responsible for communicating to staff members their role in committee deliberations.

11. A committee will not enter into any contractual obligations on behalf of the board.


Subject: Position Description: Committee Chairman Date Adopted: April 24, 2009 (Proposed)

Introduction

The committee chair ensures that members have the information needed to do the job, and oversees the logistics of the committee’s operation. The committee chair is responsible for linking the work of the committee back to the full board with reports to the board chair.

General Responsibilities for SOI Committee Chairs

In addition to duties of a general board member, committee chairs will handle the following primary responsibilities:

• Determine the size of the committee and recruit committee members.

• Set the committee’s agenda based upon the input of other committee members and the board.

• Determine annual goals and objectives for the committee within the expectations set by the board.

• Determine which agenda items can be decided upon within the committee and which agenda items require the input of the board.

• Present pertinent information about committee progress to the board in written reports, to be submitted to the board chair no later than one week prior to the board meeting date.

• Work in collaboration with other appointed board committees.

• Handle or delegate all administrative tasks associated with the effective coordination of the committee. These tasks include but are not limited to

o Communicating consistently with committee members

o Securing space for committee meetings

o Reminding committee members about meeting times and location

o Taking meeting minutes

Sending committee meeting minutes to the board secretary no later than one week after the committee meeting and before the next board meeting


BOARD OF DIRECTORS STANDING COMMITTEE MANUAL:

Committee Descriptions


Subject: Development Committee Date Adopted: April 24, 2009 (Proposed)

Introduction

The development committee is charged with planning and implementing the organization’s fundraising program in concert with the professional staff. The development committee follows the basic premise of other board committees: to establish policies for decision making, to engage the board in developing strategy, and to monitor implementation. In addition, the SOI development committee will get involved directly in implementation — in this case, making personal contributions, soliciting funds, opening doors to other potential individual and institutional donors, and coordinating special events.

Job Description

The development committee works with the board chair, the executive director and other development staff to provide valuable input for developing the fundraising plan and engaging the entire board in fundraising. The committee’s responsibilities include the following:

• Ensuring that the case for support is strong, current, and based on Sports Outreach Institutes vision, mission, core values and goals; and distinguishes Sports Outreach Institute from other organizations in the field

• Helping to develop policies for board and staff action related to gift solicitation and recognition

• Developing expectations for financial contributions from the board (both outright and planned gifts)

• Helping to educate the board about environmental factors affecting fundraising among the organization’s constituencies (e.g., current events, other organizations’ activities, economic factors)

• Involving and motivating other board members and volunteers in cultivation and solicitation of gifts

• Helping to develop strategies for involvement and cultivation of major gift prospects (i.e., individual, foundation, and corporate)

• Helping to evaluate potential prospects for increased contributions

• Soliciting gifts at levels required for annual, special, and planned giving programs

• Participating actively in special events and providing leadership for capital campaigns

• Developing and signing solicitation and acknowledgment letters

• Providing access for staff to new major gift prospects


Subject: Finance Committee Date Adopted: April 24, 2009 (Proposed)

Introduction

The full board has the ultimate responsibility for and fiduciary obligation to the organization; but it also has the authority to delegate specific tasks to a single or multiple financial committees. When recruiting board members, we should keep in mind the need for financial proficiency. Not every board member needs to be a financial expert, but the board will always need some members with specialized skills and knowledge — such as accounting, taxes, investing, and financial planning — to guide the board’s oversight and to communicate complicated financial issues to the rest of the board.

Job Description

The finance committee is responsible for assisting the board in ensuring the organization is in good fiscal health. The work of the committee revolves around the following six major areas:

1. Ensure that accurate and complete financial records are maintained.

o Monitor income and expenditures against projections.

o Review and recommend financial policies to the board, including ensuring adequate internal controls and maintaining financial records in accordance with standard accounting practices.

2. Ensure that accurate, timely, & meaningful financial statements are prepared and presented to the board.

o Present quarterly or monthly financial statements to the board.

3. Budget and oversee financial planning.

o Propose for board approval a budget that reflects the organization’s goals and board policies.

o Ensure that the budget accurately reflects the needs, expenses, and revenue of the organization.

4. Safeguard the organization’s assets.

o Review proposed new funding for financial implications, recommending action to the board.

o Ensure that the organization has the proper risk management provisions in place, including appropriate insurance coverage for the organization and for the board.

5. Help the full board understand the organization’s financial affairs.

o Ensure that the board as a whole is well-informed about the organization’s finances.

o Take measures to educate the board on areas that need further explanation.

6. Ensure compliance with federal, state, and other requirements related to the organization’s finances.

o Ensure that the organization maintains adequate insurance coverage.

o Ensure that the IRS Form 990 or any other forms required by government are filed completely, correctly, and on time.


Subject: Governance Committee Date Adopted: April 24, 2009 (Proposed)

Introduction

This committee is responsible for assessing the board’s current composition and identifying needs, developing board member and officer job descriptions, creating a recruitment plan and timeline, identifying and cultivating prospective members, orientation of new board members and coordinating officer elections. In addition, the governance committee is responsible for reviewing board policies, board self-assessment, and a board action plan. The Governance Committee will review the board’s current committee structure, and update the bylaws.

Job Description

The governance committee is responsible for ongoing review and recommendations to enhance the quality and future viability of Sports Outreach Institutes Board. The focus of the committee revolves around the following five major areas:

1. Board Role and Responsibilities

o Leads the board in regularly reviewing and updating the board’s statement of its role and areas of responsibility, and the expectations of individual board members

o Assists the board in periodically updating and clarifying the primary areas of focus for the board — the board’s agenda for the next year or two, based on the strategic plan

2. Board Composition o Leads in assessing current and anticipated needs for board composition, determining the board’s

knowledge, attributes, skills, abilities, influence, and access the board will need to consider in order to accomplish future work of the board

o Develops a profile of the board as it should evolve over time

o Identifies and presents potential board member candidates and explores with each candidate his or her interest and availability in board service

o Nominates individuals to be elected as directors of the board

o In cooperation with the board chair, meets annually with each board member to assess his or her continuing interest in board membership and term of service. Works with each board member to identify the appropriate role he or she might assume on behalf of the organization.

3. Board Knowledge o Designs and oversees a process of board orientation, including information prior to election as a

board member and information needed during the first cycle of board activity for new board members

o Designs and implements an ongoing program of board information and education for all board members


4. Board Effectiveness

o Leads the periodic assessment of the board’s performance; proposes, as appropriate, changes in board structure, roles, and responsibilities

o Provides ongoing counsel to the board chair and other board leaders on steps they might take to enhance board effectiveness

o Regularly reviews the board’s practices regarding member participation, conflict of interest, confidentiality, etc., and suggests improvements as needed

o Periodically reviews and updates the board’s policy guidelines and practices

5. Board Leadership o Takes the lead in succession planning, taking steps to recruit and prepare for future board

leadership

o Nominates board members for election as board officers

o Conducts exit interviews with board members who are resigning or rotating off the board


Subject: Executive Committee Date Adopted: April 24, 2009 (Proposed)

Charge: The executive committee is responsible for working in support of, or occasionally in place of, the full board of directors.

Scope of Authority and Lines of Accountability:

The committee shall consist of the board chair and chairs of the finance, governance and development committees. The executive director shall serve on the committee without a vote. The committee chair is the chair of the board. Committee members serve during their tenure as officers and chairs of the finance, governance and development committees. The chair is responsible to report to the board all plans, activities, and accomplishments of the committee, in accordance with the following duties and responsibilities, and to formulate and recommend actions by the full board prior to implementation.

Duties of the Executive Committee -The work of the committee revolves around five major areas:

1. Perform policy work.

a. Carry out specific directions of the board, and take action on policies when they affect the work of the executive committee or when the full board directs the committee to do so.

b. Act on behalf of the board on all issues related to Sports Outreach Institute business between board meetings, with responsibility to report actions to the board for ratification or further board action at the next meeting.

2. Act as liaison to the executive director.

a. Nurture the executive director by providing counsel, feedback, and support when needed.

b. Plan and conduct annual assessment of the executive director and report the results of the assessment to the board.

c. Review compensation and benefits for the executive director.

3. Coordinate the development of a strategic planning process.

a. Initiate the board’s involvement in establishing a strategic framework or direction.

b. Approve and/or assist in long-range planning.

c. Review Sports Outreach Institutes annual performance plan focusing on progress made, or the lack thereof, in accomplishing goals on a semi-annual basis and reporting to the board as warranted.

4. Conduct executive searches.

a. Assume the lead in the search for a new executive or delegate the responsibility to a task force.

b. Conduct the research necessary to determine an appropriate salary for the executive.

c. Seek approval from the full board before terminating existing executive director or hiring a new executive director.

5. Handle urgent issues.

a. Resolve an emergency or organizational crisis (e.g., loss of funding or unexpected loss of executive director, etc).


BOARD OF DIRECTORS STANDING COMMITTEE MANUAL:

Board Officer

Position Descriptions


Subject: Position Description: Chairman of the Board of Directors Date Adopted: April 24, 2009 (Proposed)

Title: Chairman of the Board

Board Chair: The board chair shall preside at all meetings of Sports Outreach Institute, and of the executive committee and board of the organization. The board chair shall exercise general supervision over the affairs of the organization and shall be an ex officio member of all committees of the board. He or she shall have the power to sign with the executive director, in the name of the organization, all contracts authorized either generally or specifically by the board. The board chair shall appoint the chairs of all committees and task forces of the board and perform other duties as may be assigned by the board.

Qualifications

• A commitment to Sports Outreach Institute and its values; an understanding of our objectives, organization, and services; and the responsibilities and relationship of paid and volunteer staff

• Ability to understand concepts and articulate ideas

Elected By: The Board of Directors

Length of Term: one year

Reports To: The Board of Directors

Support: Executive Director

Responsibilities

1. Be directly responsible to the board for the administration of the association.

2. Appoint committee chairs and members as necessary and delegate committee activities, with board approval.

3. Appoint members to fill other positions, such as liaisons, editorial positions, section chairs, and focus group leaders, as appropriate with board approval.

4. Preside at all board meetings.

5. When appropriate, serve as the official representative and spokesperson of Sports Outreach Institute.

6. Approve all contracts into which Sports Outreach Institute enters. Responsibility may be delegated to the executive director.

7. Provide a report at each board meeting of his or her activities since the previous board meeting.

8. Perform any other duties that are necessary for the successful execution of Sports Outreach Institutes mission.


Subject: Position Description: Vice-Chairman of the Board of Directors Date Adopted: April 24, 2009 (Proposed)

Title: Vice-Chairman of the Board

Board Vice-Chair: The office of vice chair provides Sports Outreach Institute board with additional and substitute leadership. The vice chair will generally fill in for the chair when the chair is absent and/or must leave the position permanently and without warning. The vice chair may take on special projects.

Elected By: The Board of Directors


Support: The Chairman of the Board

Responsibilities

1. Be Attend all board meetings.

2. Serve on the executive committee.

3. Carry out special assignments as requested by the board chair.

4. Understand the responsibilities of the board chair and be able to perform these duties in the chair’s absence.

5. Participate as a vital part of the board leadership.


Subject: Position Description: Treasurer of the Board of Directors Date Adopted: April 24, 2009 (Proposed)

Title: Treasurer of the Board

Board Treasurer: The key volunteer financial management role in Sports Outreach Institute is the treasurer. The treasurer is responsible for overseeing financial operations to make certain that things are done in an appropriate fashion.

Qualifications

• A Knowledge of the organization and personal commitment to its goals and objectives

• Understanding of financial accounting for nonprofit organizations


Responsibilities

1. Serves as financial officer of the organization and as chair of the finance committee

2. Manages, with the finance committee, the board’s review of and action related to the board’s financial responsibilities

3. Works with the chief executive and administrative financial staff to ensure that appropriate financial reports are made available to the board on a timely basis

4. Assists the chief executive or the administrative financial staff in preparing the annual budget and presenting the budget to the board for approval

5. Reviews the annual audit and answers board members’ questions about the audit


Subject: Position Description: Secretary of the Board of Directors Date Adopted: April 24, 2009 (Proposed)

Title: Secretary of the Board

Board Secretary: The Board Secretary shall be responsible for the recording of minutes of all Sports Outreach Institute board meetings as well as the collection and distribution of all board committee meetings.

Purpose

• To ensure that actions of the board are documented


Responsibilities

1. In advance of meetings and in cooperation with the Sports Outreach Institute office provide written agendas of the sessions of the full board and the meetings of the standing committees.

2. In advance of meetings and in cooperation with the Sports Outreach Institute office distribute to board members appropriate background information on subjects to be discussed.

3. Prepare and provide written minutes to board members in the specified time.

4. File the approved minutes and maintain the official list of board members in accordance with procedure.

Date April 25, 2009

Item Number B-1 AGENDA ITEM INFORMATION Agenda Number 4

Meeting Minutes – Fall Board Meeting – September 26, 27, 2008 From: Robby Conn; Casey Roberts, co-secretaries of the board


The Meeting Minutes from the 2008 Fall Meeting of the Board of Directors are attached for review.

OTHER INFORMATION

Disposition: Action

Recommendation: Approval of the Meeting Minutes from the Fall 2008 SOI Board of Directors Meeting.

Sports Outreach Institute September 26, 2008

Friday Evening – 5:00 pm to 8:00 pm

MINUTES FOR BOARD OF DIRECTORS MEETING 1 – Devotion and Prayer: Rodney Suddith opened the meeting with devotion and prayer. 2 – Meeting Called to Order/Prayer: Chairman Fred Sanborn called the meeting to order. 2 - Board Members present: Russ Carr, Sue Carr, Fred Sanborn, Ed Norman, Dave Biehl, Suzannah Martin; Casey Roberts, Ron Brenneman, Kathy Clenet, Ed Wimberly, Robby Conn, Cliff Lundberg, Dan Ribbens, Bill Lindberg, Sylvia Hamilton, Ken Chalfant, and Jerry Corderman. 3 - Staff Members Present: Rodney Suddith.

4 - Minutes of Board Spring Meeting The minutes of the Spring Board Meeting were presented by Robby Conn. Motion: Approval of the minutes was moved by Cliff Lundberg, with the addition of Sue Carr as a Board Member present at the Spring Meeting; seconded by Casey Roberts. Vote for approval: All ayes. 5 - Treasurer’s Report Dave Biehl presented a written summary of the historical finances of SOI, and compared the categories over the last several years. Dave noted the strength of the giving for 2008, and the large increase in the donations from “Organizations”, including a number of different groups, including the Master’s Plan Foundation, NW Christian Community Foundation, Waterstone Foundation, the Palmer Foundation, Rivendell Trust, and Portland Fixture, among others. Russ gave an update on the status of the giving of Rivendell Trust, including pending requests, and that the Trust is going to go “dormant” after 2008. Overall giving is the strongest that it has ever been, even though some categories, such as the “Coaches Club” is down. Dave explained that SOI is now set-up to accept gifts in-kind of appreciated property, such as stocks. Rodney explained that some of the smaller support gifts are down, in part, because Rodney has not been able to spend the time on that that he has wanted to. Rodney said that he is going to focus more on that now. Motion: Robby Conn moved for approval of the Treasurer’s Report, and Dan Ribbens seconded. Vote for approval: All ayes. 6 – Santa Barbara Sub-Committee Introduction of Seven Challenges Casey Roberts gave a summary of the meetings held by the Santa Barbara Sub-Committee. He commented on issues relating to the two positions held by Russ Carr and Rodney Suddith. Casey reviewed the role of the Board in the mission of this organization, and in its encouragement to Russ, Sue and Rodney to talk over the issues that existed. Casey explained

how the Santa Barbara Sub-Committee spent a lot of time trying to respond to the Seven Challenges presented by Rodney at the last Board Meeting, and that the Sub-Committee sought to gain insights on how God wants the organization to proceed in the years ahead. Cliff Lundberg reviewed the letter dated August 23, 2008 which reported on the results of the Santa Barbara Sub-Committee. Casey and Cliff discussed various issues relating to Rodney’s Seven Challenges, and how the Board might best respond to those Challenges. Motion: After Board discussion of various issues relating to the first of the Seven Challenges, namely, to “Make Board Meetings Matter”, Casey Roberts moved that future agendas for Board Meetings provide separate time periods for committees to meet with only Board members present, and for ‘sensitive’ SOI business issues to be reviewed with only Board members present; but that other agenda items of a non-business nature would be scheduled on an agenda for a meeting that would be open to spouses, staff, and other non-Board member guests; seconded by Ed Norman. Vote for approval. All ayes. After Board discussion of other issues from Rodney’s Seven Challenges to the Board, Casey read to the Board the suggested job description for Russ Carr. The issue of Russ’ job description resulted in a spirited conversation between the Board members of the relevant issues, and of the alternatives in resolving those issues. Motion: Cliff Lundberg moved that the Board accept for review by the Santa Barbara Sub-Committee Russ’s suggestion for a job description as presented to the Board today, and that the Sub-Committee prepare a proposed recommendation for the entire Board with respect to Russ’s suggested job description by October 31; 2008, seconded by Bill Lindberg. Vote for approval. All ayes. 7 – Closing Prayer & Blessing Ed Norman closed the Board Meeting in prayer.

Sports Outreach Institute September 27, 2008

Saturday – 9:00 am to 1:00 pm

MINUTES FOR BOARD OF DIRECTORS MEETING 1 – Meeting Called to Order: Chairman Fred Sanborn called the meeting to order. 3 - Board Members present: Russ Carr, Sue Carr, Fred Sanborn, Ed Norman, Dave Biehl, Suzannah Martin; Casey Roberts, Ron Brenneman, Kathy Clenet, Ed Wimberly, Robby Conn, Cliff Lundberg, Dan Ribbens, Bill Lindberg, Sylvia Hamilton, Ken Chalfant, and Jerry Corderman. 4 - Staff Members Present: Rodney Suddith, Morgan Allen. 5 – Devotion and Prayer: Rodney Suddith presented a devotion for the Board, reviewing, in part, the blend of prayer with organizational problem solving. 6 – President’s Report Russ discussed the importance of personal “connections”. He explained the story of “El Capitan” (Captain Brennan) in Mexico, and his desire to spread the Gospel to the people of southern Mexico in the area of Ometepec, and how Tim Wood’s parents later went to this same area with the intention of spreading the Gospel. Russ described the presence of God in the acceptance of the local communities for the Football Crusade planned in 2009 with the Seahorses, and how we need to be praying for this Crusade. 7 – Executive Director’s Update – State of SOI Rodney updated the Board on the current status of SOI, and on the successes that have been achieved, as well as the challenges that are now faced. 8 – Review and Adoption of Crisis Management Manual Rodney reviewed the previous submission of the Crisis Management Manual, which will be an important document to have in place in the event of a crisis. Motion: Sylvia Hamilton moved that the Crisis Management Manual be adopted by SOI, seconded by Robby Conn. Vote for approval: All ayes. 9 – Presentation of Strategic Plan Rodney addressed the importance of a Strategic Plan for SOI, and reviewed the elements of “The Challenge” that he was presenting to the Board at this meeting. He reviewed how the Strategic Plan needed to reflect a number of elements, including, both our “Our Mission” and “Our Core Values”. The Board needs to be focused on honoring God, and on pursuing excellence in the pursuit of SOI’s goals. The Board needs to develop people to assist in

advancing “Our Mission”, while also being good stewards by spreading the Gospel in a practical and sustainable manner. Rodney reviewed with the Board his summary of the Strategic Planning Process, including: (1) improved results, (2) momentum and focus, (3) problem solving, (4) teamwork, learning, and commitment, (5) communication and marketing, (6) greater influence, (7) a natural way to operate, and, (8) compliment our leaders intuition and imagination. Next, Rodney commented on the overall goals of the Strategic Planning Process, and the ingredients he believes are necessary for the Plan to work, including the strengths that exist, such as God being central in the Board’s thinking; leaders and Board Members who are committed, and talented, with a tireless willing to serve; a growing, faithful list of supporters; a powerful model of ministry that has seen success; and a spirit of servant-hood to SOI’s African staff. Rodney also acknowledged some of the weaknesses and threats that SOI would have to address, but he emphasized that the weaknesses and threats could be addressed, and that there were numerous opportunities open to SOI. Rodney presented the Board with his written thoughts about Strategic Planning, and then explained his “SOI Five-Year Strategic Plan For 2008 – 2013. Goal #1: During the next 12 – 18 months the Board of Directors, working closely with the Executive Director will assume new responsibilities in the areas of planning, development, and governance. Motion: Robby Conn moved that Goal #1 be adopted, seconded by Sylvia Hamilton. Vote for approval: All ayes. Goal #2: During the next twelve months Sports Outreach Institute will recruit qualified younger staff to receive on the job training and preparation for guiding and directing SOI into the next generation of leadership. Motion: See following Goal #12. Goal #3: The leadership team of Sports Outreach Institute will make a dedicated effort in 2008 – 2009 to become more intentional in the areas of personal spiritual growth, corporate prayer ministry and improved staff development for employees. Goal #4: The President and Executive Director working in cooperation with the administrative staff and the Finance Committee of the Board of Directors will present a comprehensive “Strategy for the Financial Security and Development of SOI” for a formal adoption in April, 2009. Goal #5: During the next 18 months a concentrated effort will be made to review and refine job descriptions of the entire national staff as well as examine office operations and budgets with the overall goal of improving efficiency and reducing administrative cost. Goal #6: Working in cooperation with the administrative ministry staff in Lynchburg, Virginia, the Executive Director and an individual appointed by the Board of Directors will review, analyze and make necessary changes in the financial accounting procedures to insure that a high degree of fiscal integrity is maintained, including becoming a member of the Evangelical Council of Financial Accountability (“ECFA”).

Goal #7: The Board of Directors will appoint a three member task force to (a) review the current Mission Statement and make alterations to refocus the mission statement if appropriate, and (b) prepare a Vision Statement that communicates a compelling and inspirational challenge and hope for the future of the organization. Goal #8: Under supervision of the Executive Director the staff in Virginia will develop a strategy to improve communication regarding ministry updates, staff and funding needs between the International Headquarters office, staff, Board and interested donors. Goal #9: During the next twelve months the current Board of Directors of SOI is encouraged to think, reflect and pray about the size of the Board as well as duties and expectations of active Board members. Goal #10: The Policies and Ethics Committee will review, study and make recom-mendations to the Board concerning the salary scale, personal support and benefit packages for national and international staff. Goal #11: SOI will expand its national visibility by employing staff and actively recruiting donor support in the Charlotte, North Carolina, metropolitan area. Goal #12: The Board of Directors will act upon request to purchase land and build a facility for the housing of staff, training and equipping of others in sports ministry and proper demonstration of sports ministry principles and techniques. Motion: Robby Conn moved for the approval of Goals #2 through 11, inclusive; seconded by Fred Sanborn. Vote for approval: All ayes. Motion: Robby Conn moved that Goal #12 be kept open for further review by the Board and staff, and that the staff continue exploratory efforts with high-capacity donors regarding the fundraising required to accomplish Goal #12; seconded by Cliff Lundberg. Vote for approval: All ayes. 10 – Old/New Business The Board discussed some of the logistics required to move forward with the Goals approved as part of the Strategic Plan. 11 – Spring Board Meeting Reminder Fred Sanborn indicated that the Spring Board Meeting would be held on April 24 and 25, 2009. 12 – Season of Prayer Sylvia Hamilton closed in prayer. 13 – Adjournment Fred Sanborn called the adjournment of the 2008 Fall Board Meeting.

Date April 25, 2009

Item Number B-2 AGENDA ITEM INFORMATION Agenda Number 8-a

Omnibus Motion From: Rodney Suddith, executive director


The following items are presented in one omnibus motion for consideration by the board: 1. Housing Allowances

a. Don Brenneman i. $45,792 annually ii. Request form attached

b. Steve Long i. $29,580 annually ii. Request form attached

c. Dustin Swinehart i. $43,320 annually ii. Request form attached

2. Retention of CPA a. Robert A. Morse, CPA b. Retained to review and prepare the annual audit of SOI’s accounting. c. Retained to provide ongoing advice and feedback to the administrative staff.

3. Fall Board Meeting Date a. Friday/Saturday, September 25 and 26, 2009

OTHER INFORMATION

Disposition: Action

Recommendation: The Executive Director recommends approval of the omnibus motion.

Date April 25, 2009

Item Number B-3 AGENDA ITEM INFORMATION Agenda Number 8-b

Conflict of Interest Policy From: Rodney Suddith, executive director

Morgan Allen, operations director


As approved in the Strategic Plan at the fall board meeting, SOI has become an accredited member of the Evangelical Council for Financial Accountability. As a member of the ECFA, SOI must adhere to all of their Standards and Best Practices. ECFA’s Standard 6 calls for members to avoid conflicts of interest. Conflicts can be avoided most easily when the organization has a stated conflict of interest policy and annually canvasses the Board of Directors and key administrative personnel to document potential conflicts. In response to this, the administrative staff has prepared and proposes to the Board the attached Conflict of Interest Policy.

OTHER INFORMATION

Disposition: Action

Recommendation: The Executive Director recommends approval of the SOI Conflict of Interest Policy.

SPORTS OUTREACH INSTITUTE, INC. CONFLICTS OF INTEREST POLICY

1. Reason for Statement

As a ministry initiated and sustained by God, the organization has a mandate to conduct all of its affairs decently and above reproach both in the sight of God and man. That accountability includes a commitment to operate with the highest level of integrity and to avoid conflicts of interest. This duty is underscored by Standard #6 of the Evangelical Council for Financial Accountability (ECFA).

As a nonprofit, tax-exempt entity, the organization depends on charitable contributions from the public. Maintenance of its tax-exempt status is important both for its continued financial stability and for the receipt of contributions and public support. Therefore, the IRS and state corporate and tax officials view the operations of the organization as a public trust, accountable to both governmental authorities and members of the public.

Among the organization and its Board, officers, and management employees, there exists a fiduciary duty, which carries with it a broad and unbending duty of loyalty. The Board, officers, and management employees are responsible for administering the affairs of the organization honestly and prudently, and for exercising their best care, skill, and judgment for the sole benefit of the organization. Those persons shall exercise the utmost good faith in all transactions involved in their duties, and they shall not use their positions with the organization or knowledge gained there from for their personal benefit. The interests of the organization must have the first priority, and all purchases of goods and services must be affected on a basis that secures for the organization full competitive advantages as to product, service, and price.

2. Persons Concerned This statement is directed to Trustees and officers, as well as those employees annually designated by the Board who influence the actions of the organization or its Board, or make commitments on their behalf. For example, this would include all who make purchasing decisions, all other persons who might be described as “management personnel,” and all who have proprietary information concerning the organization.

3. Areas in Which Conflicts May Arise Conflicts of interest may arise in the relations of Trustees, officers, and management employees with any of the following third parties:

3.1 Persons or entities supplying goods and services to the organization. 3.2 Persons or entities from which the organization leases property and equipment. 3.3 Persons or entities with whom the organization is dealing or planning to deal in connection with the

gift, purchase, or sale of real estate, securities, or other property. 3.4 Persons or entities paying honoraria or royalties for products or for services delivered by the

organization for its agents or employees. 3.5 Other ministries or nonprofit organizations. 3.6 Donors and others supporting the organization. 3.7 Agencies, organizations, and associations that affect the operations of the organization.

4. Nature of Conflicting Interest A material conflicting interest may be defined as an interest, direct or indirect, between any person or entity mentioned in Section 3, and a Trustee, officer, or management employee, which might affect, or might reasonably be thought by others to affect, the judgment or conduct of a Trustee, officer, or management employee of the organization. Such an interest might arise through:

4.1 Owning stock or holding debt or other proprietary interests in any third party dealing with the organization.

4.2 Holding office, serving on the Board, participating in management, or being otherwise employed (or formerly employed) in any third party dealing with the organization.

4.3 Receiving remuneration for services with respect to individual transactions involving the organization. 4.4 Using the organization’s personnel, equipment, supplies, or goodwill for other than organization-

approved activities, programs, and purposes. 4.5 Receiving personal gifts or loans from third parties dealing with the organizations. (Receipt of any gift

is disapproved except gifts of nominal value, which could not be refused without discourtesy. No personal gift of money should ever be accepted.)

4.6 Obtaining an interest in real estate, securities, or other property that the organization might consider buying or leasing.

4.7 Expending staff time during the organization’s normal business hours for personal affairs or for other organizations, civic or otherwise, to the detriment of work performance for the organization.

5. Indirect Interests As noted above, conflicting interests may be indirect. A Trustee, officer, or management employee will be considered to have an indirect interest in another entity or transaction if any of the following also have an interest:

5.1 A family member of a Trustee, officer, or management employee. (Family member is defined for these purposes as all persons related by blood or marriage.)

5.2 An estate or trust of which the Trustee, officer, or management employee or member of his family is a beneficiary, personal representative, or trustee.

5.3 A company of which a member of the family of the Trustee, officer, or management employee is an officer, director, or employee, or in which he has ownership or other proprietary interests.

6. Staff Compensation 6.1 Whenever a decision is to be made regarding staff salaries, all staff members who are also members

of the decision-making body shall disqualify themselves from voting on such decisions.

7. Interpretation of This Statement of Policy The areas of conflicting interest listed in Section 3 and the relations in those areas which may give rise to conflict, as listed in Section 4, are not exhaustive. Conceivably, conflicts might arise in other areas or through other relations. It is assumed that the Trustees, officers, and management employees will recognize such areas and relation by analogy.

The fact that one of the interests described in Section 4 exists does not necessarily mean that a conflict exists, or that the conflict, if it exists, is material enough to be of practical importance, or if material, that upon full disclosure of all relevant facts and circumstances that it is necessarily adverse to the interests of the organization. However, it is the policy of the organization that the existence of any of the interests described in Section 4 shall be disclosed before any transaction is consummated. It shall be the continuing responsibility of Trustees, officers, and management employees to scrutinize their transactions with outside business interests and relationships for potential conflicts and to immediately make such disclosures.

Disclosure should be made to the Executive Director (or if he is the one with the conflict, then to the Chairman of the Board), who shall bring these matters to the attention of the Board. The Board shall then determine whether a conflict exists and is material, and in the presence of an existing material conflict, whether the contemplated transaction may be authorized as just, fair, and reasonable as to the organization. The decisions on these matters are the sole discretion of the Board. The Board’s first concern must be the welfare of the organization and the advancement of its purposes.

Date April 25, 2009

Item Number B-4 AGENDA ITEM INFORMATION Agenda Number 8-c; 8-d

Election / Confirmation of Board Members and Officers From: Ed Norman, Chairman

Nominating (Governance) Committee


The Nominating (Governance) Committee will review and present the slate of Board Members to the Board of Directors for approval, as required by the organization’s by-laws. The ballot for election will be provided at the meeting. The Nominating (Governance) Committee will review and present the slate of Board Officers to the Board of Directors for approval, as required by the organization’s by-laws. The ballot for election will be provided at the meeting.

OTHER INFORMATION

Disposition: Action

Recommendation: Vote for election/confirmation of board members and officers of SOI.

Date April 25, 2009

Item Number B-5 AGENDA ITEM INFORMATION Agenda Number 8-e

2009-2010 Fiscal Year Budget From: Rodney Suddith, executive director



The Fiscal Year 2009-2010 proposed budget follows a new, revised format in order to present comprehensive information in an organized and readable manner. The proposed budget is a reflection of the organizations priorities that are a result of input from both U.S. and International staff. The budget document consists of ten major sections:

1. Overview Sheet: a. These two pages include a summary of the details of the entire budget broken out in the

subsequent sections. 2. U.S. Ministry Offices

a. This section includes the overall costs to operate the three SOI offices in the United States, with the bulk of the administrative work occurring in the Lynchburg Office.

3. U.S. Ministry Staff* a. This section shows the breakdown of salary and other expenses for each staff member

responsible for raising support. 4. Fundraising

a. The items in this section are used to cover expenses for the monthly newsletter, other publications, fundraising events, and other various marketing pieces.

5. Programs / Projects a. This section includes items for special programs or projects both in the U.S. and Africa.

6. Mexico a. This section breaks down all ministry expenses for Mexico. The Woods are primarily

responsible for raising this income with some support from the Lynchburg Office (newsletters, etc.)

7. Kampala, Uganda a. This section includes all expenses for the ministry in Kampala. b. This proposed budget includes the following additions to the Kampala Ministry:

i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program Development), Aids Ministry, Discipleship Training, Micro Enterprise.

8. Gulu, Uganda a. This section includes all expenses for the ministry in Gulu. b. This proposed budget includes the following additions to the Gulu Ministry:

i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program Development), Aids Ministry, Discipleship Training, Micro Enterprise, Transportation (vehicle expenses).

9. Nairobi, Kenya a. This section includes all expenses for the ministry in Nairobi. b. This proposed budget includes the following additions to the Nairobi Ministry:

i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program Development), Discipleship Training, Micro Enterprise, Transportation (vehicle expenses).

10. Ministry Growth Projects a. These are “wish-list” items the administration would pursue as the Lord allows extra income

for the ministry. With the overhaul and restructuring of the budget, the actual budget total decreases by 4.4% from the current fiscal year. However, the proposed budget is “reality based”, meaning we are likely to have expenditures equal to the budget projections, which may increase overall actual operating cost. *U.S. Staff: The overview sheet shows a different total for the U.S. Ministry Staff than the total on the break down page for this category. This is because the overview shows what the actual cost of the staff member is while the break down page includes a ten percent administrative fee that each staff member is responsible to raise to help fund the budgeted expenses of the U.S. Ministry Offices.

OTHER INFORMATION

Disposition: Action

Recommendation: The Executive Director recommends approval of the 2009-2010 Proposed Budget.

SOI 2009-2010 Fiscal Year Budget Overview and Totals

Expense Category Total Notes

U.S. Ministry Offices (1000) fsddsLynchburg (1010) $207,625.00 Monroe (1020) $156,772.00 Charlotte (1030) $89,690.00

U.S. Ministry Offices Total $454,087.00

U.S. Ministry Staff (2000)R. Suddith (2025) $91,657.50D. Brenneman (2015) $103,864.90K. Bartholomew (2020) $11,195.60S. Clark (2025) $42,102.40S. Long (2030) $80,792.50A. Upole (2035) $11,195.60S. Casey (2040) $73,315.00D. Swinehart (2045) $94,490.00T. Wood (2050) $63,240.00

U.S. Ministry Staff Total $571,853.50

Fundraising (3000)Publications (3010) $28,800.00Awareness Events (3015) $4,500.00Multimedia/Video (3020) $2,000.00

Fundraising Total $35,300.00

Programs(4000)/Projects (5000)Sportsbridge (4010) $42,500.00Local Ministry (4020) $1,500.00Mark Carr Memorial Fund (5025) $1,000.00Video Production/Equipment (5040) $2,500.00

Programs/Projects Total $47,500.00

Mexico (6000)Camps (6015) $3,000.00School (6020) $15,000.00Scholarships (6035) $0.00Mission Teams (6040) $4,500.00Mission Station (6045) $5,000.00Projects (6050) $0.00Radio Station (6055) $0.00Sports Ministry (6060) $6,600.00

Mexico Total $34,100.00

Kampala (7100)Leadership Staff (7111) $19,566.00Barnabas Mwesiga (7111-1) $14,660.00Good News Football Club (7112) $45,300.00Timothies (7113) $12,960.00Ministry Programs (7115) $14,600.00Feeding Program (7116) $24,000.00Sports Ministry/Outreaches (7117) $3,440.00Education (7118) $12,000.00Vocational Training (7119) $750.00Aids Ministry (7120) $600.00

The overview sheet shows a different total for the U.S. Ministry Staff than the total on the break down page for this category. This is because the overview shows what the actual cost of the staff member is while the break down page includes a ten percent administrative fee that each staff member is responsible to raise to help fund the budgeted expenses of the U.S. Ministry Offices.

SOI 2009-2010 Fiscal Budget 4/14/2009 Overview - Total


Discipleship (7121) $500.00Christmas Outreaches (7122-1) $11,000.00Micro Enterprise (7122-2) $1,200.00Transportation (7125) $6,000.00

Kampala Total $166,576.00

Gulu (7200)Leadership Staff (7211) $18,490.00Aloysisu & Eshter Kyazze (7211-1) $9,750.00Good News Ministry Team (7212) $7,070.00Teachers (7214) $7,500.00Ministry Programs (7215) $9,100.00Feeding Program (7216) $12,000.00Sports Ministry/Outreaches (7217) $1,440.00Education (7218) $4,000.00Vocational Training (7219) $750.00Aids Ministry (7220) $900.00Discipleship (7221) $500.00Christmas Outreaches (7222-1) $4,500.00Micro Enterprise (7322-2) $1,200.00Transportation (7225) $3,000.00G.N. Community Center (7230) $52,000.00

Gulu Total $132,200.00

Nairobi (7300)Leadership Staff (7311) $16,950.00Franklin Shelimba (7311-1) $14,910.00Teachers (7314) $12,330.00Ministry Programs (7315) $12,100.00Feeding Program (7316) $13,200.00Sports Ministry/Outreaches (7317) $1,440.00Education (7318) $6,784.00Vocational Training (7319) $1,000.00Aids Ministry (7320) $4,500.00Discipleship (7321) $500.00Christmas Outreaches (7322-1) $4,500.00Micro Enterprise (7322-2) $1,200.00Transportation (7325) $3,000.00

Nairobi Total $92,414.00

Ministry Growth ProjectsDirector of Development $40,000.00Internship Program Development $3,000.00East Uganda Development $1,500.00Sudan Ministry Development $1,500.00

Ministry Growth Projects Total $46,000.00

Grand Total - 2009/2010 Budget $1,580,030.50 5.3% Decrease over 2008-2009

Grand Total - 2008/2009 Budget $1,667,220.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Overview - Total

U.S. Ministry Offices (1000)

Expense CategoryLynchburg

(1010)Monroe (1020)

Charlotte (1030)

Total Notes

SalariesJ. Morgan Allen (Full Time) $35,000.00 $35,000.00 *See note belowVickie Alvey (30 Hrs./Week) $13,000.00 $13,000.00 Sydney Bolton (5 Hrs/Week) $2,500.00 $2,500.00 Russ Carr (Full Time) $57,412.00 $57,412.00 Sue Carr (Full Time) $45,500.00 $45,500.00 Deborah Hallgren (Full Time) $28,500.00 $28,500.00 *See note belowMary Ellen Longo (18 Hrs/Week) $11,325.00 $11,325.00 *See note belowAmanda Uher (20 Hrs/Week) $10,400.00 $10,400.00

Payroll Total $90,325.00 $102,912.00 $10,400.00 $203,637.00

Payroll Costs / Contract ServicesPayroll Taxes $7,000.00 $7,800.00 $850.00 $15,650.00 Workers Compensation $2,000.00 $600.00 $1,000.00 $3,600.00 Contract Services - Accounting $4,000.00 $4,000.00 Audit/ReviewsContract Services - Computer $1,200.00 $1,200.00

Payroll Costs/Contract Total $13,000.00 $9,600.00 $1,850.00 $24,450.00

Administrative/Program ExpensesOffice Supplies $13,000.00 $6,000.00 $6,000.00 $25,000.00Ministry Supplies $2,500.00 $1,500.00 $3,000.00 $7,000.00Property Insurance $2,000.00 $1,000.00 $900.00 $3,900.00Liability Insurance $2,000.00 $1,000.00 $900.00 $3,900.00Vehicle Insurance $2,000.00 $2,000.00Land Line Phone Service $2,400.00 $1,800.00 $960.00 $5,160.00Wireless Phone $3,600.00 $1,200.00 $4,500.00 $9,300.00Website $500.00 $500.00Postal Services $4,000.00 $1,000.00 $1,200.00 $6,200.00Parcel Services $2,000.00 $500.00 $800.00 $3,300.00Subscriptions/Education Items $1,200.00 $500.00 $900.00 $2,600.00Printing/Publications $8,000.00 $4,000.00 $4,000.00 $16,000.00 Not including newsletter

Gifts $1,000.00 $500.00 $500.00 $2,000.00Vehicle/Transportation $7,000.00 $1,240.00 $7,000.00 $15,240.00Bank Fees $5,000.00 $5,000.00Membership Dues $1,300.00 $200.00 $240.00 $1,740.00 Includes ECFAStaff Development (Training) $2,500.00 $1,000.00 $3,500.00Staff Development (Enrichment) $500.00 $500.00 $500.00 $1,500.00Advertising $800.00 $800.00 $1,600.00

Administrative/Program Total $61,300.00 $20,940.00 $33,200.00 $115,440.00

Facility/Equipment ExpensesRent $21,600.00 $7,800.00 $29,400.00 $58,800.00Utilities $0.00 $0.00 $5,740.00 $5,740.00Office Equipment $1,500.00 $500.00 $1,000.00 $3,000.00Computer Equipment $3,500.00 $500.00 $1,000.00 $5,000.00Equipment Rental $2,600.00 $1,320.00 $3,000.00 $6,920.00 Copier Leases

Facility/Equipment Total $29,200.00 $10,120.00 $40,140.00 $79,460.00

Travel ExpensesAir Travel $4,000.00 $4,000.00 $8,000.00Auto Rental $1,800.00 $2,000.00 $1,200.00 $5,000.00Lodging $3,500.00 $3,500.00 $7,000.00Meals/Entertainment $2,800.00 $2,000.00 $1,200.00 $6,000.00Other Travel Costs $800.00 $800.00 $800.00 $2,400.00

Travel Total $12,900.00 $12,300.00 $3,200.00 $28,400.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Offices (1000)

Expense CategoryLynchburg

(1010)Monroe (1020)

Charlotte (1030)

Total Notes

Other ExpensesMisc Costs $900.00 $900.00 $900.00 $2,700.00Contingency Costs $0.00 $0.00 $0.00 $0.00

Other Costs Total $900.00 $900.00 $900.00 $2,700.00

Grand Total - Offices $207,625.00 $156,772.00 $89,690.00 $454,087.00

*Each of these individual staff members have taken on increased responsibilities relating to the realignment of the financial managament staff duties, thus the merit for a salary increase.

SOI 2009-2010 Fiscal Budget 4/14/2009 Offices (1000)

U.S. Ministry Staff (2000)

Expense Category Suddith (2005)Brenneman

(2015)Bartholomew

(2020)Clark (2025) Long (2030) A. Upole (2035)

PayrollSalaries $65,000.00 $41,000.00 $10,400.00 $21,600.00 $30,420.00 $10,400.00 Housing Allowance $45,792.00 $29,580.00 Payroll Taxes $4,972.50 $795.60 $1,652.40 $795.60

Payroll Total $69,972.50 $86,792.00 $11,195.60 $23,252.40 $60,000.00 $11,195.60

Administrative/Program ExpensesOffice Supplies $900.00 $1,200.00 $500.00 Ministry Supplies $1,000.00 $300.00 $400.00 $500.00 Land Line Phone Service $840.00 Wireless Phone $840.00 $960.00 $150.00 Subscriptions/Education ItemsPrinting/Publications $200.00 $500.00 $200.00 Vehicle/Transportation $3,808.00 $1,200.00 $10,000.00 Membership Dues $200.00 Staff Development (Training) $2,000.00

Administrative/Program Total $3,200.00 $6,048.00 $0.00 $5,100.00 $11,350.00 $0.00

Facility/Equipment ExpensesEquipment $500.00 $500.00 $1,000.00 Utilities

Facility/Equipment Total $500.00 $500.00 $0.00 $0.00 $1,000.00 $0.00

Travel ExpensesAir Travel $7,500.00 $5,000.00 $10,000.00Auto Rental $2,000.00 $500.00 $500.00Lodging $3,000.00 $1,000.00 $500.00Meals/Entertainment $2,500.00 $1,400.00 $500.00Visas $500.00 $350.00 $200.00Other Travel Costs $500.00 $700.00 $200.00 $6,500.00

Travel Total $16,000.00 $8,950.00 $0.00 $11,900.00 $6,500.00 $0.00

Other ExpensesMisc Costs $1,000.00 $800.00 $1,000.00 $1,000.00Administrative Fee $9,067.25 $10,309.00 $1,119.56 $4,125.24 $7,985.00 $1,119.56Contingency Costs $985.00 $774.90 $0.00 $850.00 $942.50 $0.00

Other Costs Total $11,052.25 $11,883.90 $1,119.56 $5,975.24 $9,927.50 $1,119.56

Grand Total - Staff $100,724.75 $114,173.90 $12,315.16 $46,227.64 $88,777.50 $12,315.16

SOI 2009-2010 Fiscal Budget 4/14/2009 Staff (2000)

U.S. Ministry Staff (2000)

Expense Category

PayrollSalariesHousing AllowancePayroll Taxes

Payroll Total

Administrative/Program ExpensesOffice SuppliesMinistry SuppliesLand Line Phone ServiceWireless PhoneSubscriptions/Education ItemsPrinting/PublicationsVehicle/TransportationMembership DuesStaff Development (Training)

Administrative/Program Total

Facility/Equipment ExpensesEquipmentUtilities

Facility/Equipment Total

Travel ExpensesAir TravelAuto RentalLodgingMeals/EntertainmentVisasOther Travel Costs

Travel Total

Other ExpensesMisc CostsAdministrative FeeContingency Costs

Other Costs Total

Grand Total - Staff

Casey (2040) Swinehart (2045) Wood (2050) Total Notes

fsdds$50,000.00 $31,680.00 $36,900.00 $297,400.00

$43,320.00 $118,692.00 $3,825.00 $4,600.00 $16,641.10

$53,825.00 $75,000.00 $41,500.00 $432,733.10

$1,500.00 $4,100.00$1,000.00 $1,000.00 $500.00 $4,700.00

$1,800.00 $2,640.00$1,950.00

$300.00 $300.00$1,400.00 $2,300.00$5,000.00 $20,008.00

$200.00$2,000.00 $2,000.00 $6,000.00

$3,000.00 $3,000.00 $10,500.00 $42,198.00

$500.00 $500.00 $500.00 $3,500.00$1,800.00 $1,800.00

$500.00 $500.00 $2,300.00 $5,300.00

$7,000.00 $7,000.00 $1,000.00 $37,500.00$1,800.00 $1,800.00 $4,000.00 $10,600.00$2,500.00 $2,500.00 $250.00 $9,750.00$2,000.00 $2,000.00 $250.00 $8,650.00

$500.00 $500.00 $2,050.00$500.00 $500.00 $1,500.00 $10,400.00

$14,300.00 $14,300.00 $7,000.00 $78,950.00

$800.00 $800.00 $950.00 $6,350.00$7,242.50 $9,360.00 $6,225.00 $56,553.11

$890.00 $890.00 $990.00 $6,322.40

$8,932.50 $11,050.00 $8,165.00 $69,225.51

$80,557.50 $103,850.00 $69,465.00 $628,406.61

SOI 2009-2010 Fiscal Budget 4/14/2009 Staff (2000)

Fundraising (3000)


Publications (3010) Monthly NewslettersSupplies $9,600.00 Postal Service $7,200.00 Printing $12,000.00

Publications Total $28,800.00

Awareness Events (3015) Gifts for Gulu, etcSupplies $4,500.00

Awareness Events Total $4,500.00

Multimedia/Video (3020)Supplies $500.00Professional Services $1,500.00

Multimedia/Video Total $2,000.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Fundraising (3000)

Programs (4000) / Projects (5000)


Sportsbridge (4010) fsddsSupplies $2,500.00 Freight Expense $40,000.00

Sportsbridge Total $42,500.00

Local Ministry (4020)Supplies $500.00Training $1,000.00


Mark Carr Memorial Fund (5025)Education Grants $1,000.00


Video Production/Equipment (5040)Supplies $2,500.00

Multimedia/Video Total $2,500.00

To Support Kampala School for Physically Handicaped Students

SOI 2009-2010 Fiscal Budget 4/14/2009 Progs. (4000) & Projects (5000)

Mexico (6000)


Camps (6015) fsddsConstruction $1,500.00 Supplies $1,500.00

Camps Total $3,000.00

School (6020)Supplies $3,000.00Salaries $12,000.00

School Total $15,000.00

Scholarships (6035)Grants $0.00

Scholarships Total $0.00

Mission Teams (6040)Supplies $4,500.00

Mission Teams Total $4,500.00

Mission Station (6045)Supplies $5,000.00

Mission Station Total $5,000.00

Projects (6050)Supplies $0.00

Projects Total $0.00

Radio Station (6055)Supplies $0.00

Radio Station Total $0.00

Sports Ministry (6060)Supplies $6,600.00

Sports Ministry Total $6,600.00

Grand Total - Mexico $34,100.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Mexico (6000)

Kampala (7100)


Leadership Staff (7111) fsddsSalaries $12,864.00 Expenses $4,680.00 Christmas Bonuses $1,050.00 Taxes $972.00

Leadership Staff Total $19,566.00

Barnabas Mwesiga (7111-1)Salary $8,220.00Expenses $5,040.00Ministry Supplies (Baseball) $1,200.00Christmas Bonuses $200.00

Barnabas Mwesiga Total $14,660.00

Good News Football Club (7112)Salaries $34,200.00Expenses $5,400.00Christmas Bonuses $3,000.00Taxes $2,700.00

Good News Football Club Total $45,300.00

Timothies (7113)Salaries $12,960.00

Timothies Total $12,960.00

Ministry Programs (7115)Office Expense $5,600.00All Africa Retreat $5,000.00Staff Development $2,000.00Dare to Grow (Program Development) $2,000.00

Ministry Programs Total $14,600.00

Feeding Program (7116)Supplies $24,000.00

Feeding Program Total $24,000.00

Sports Ministry/Outreaches (7117)Supplies $720.00Travel $720.00Sports Ministry Training $2,000.00

Sports Ministry/Outreaches Total $3,440.00

Education (7118)Grants/Scholarships $12,000.00

Education Total $12,000.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Kampala (7100)


Vocational Training (7119)Supplies $150.00Grants/Scholarships $600.00

Vocational Training Total $750.00

Aids Ministry (7120)Supplies $600.00

Aids Ministry Total $600.00

Discipleship (7121)Training $400.00Supplies $100.00

Discipleship Total $500.00

Christmas Outreaches (7122-1)Supplies $11,000.00

Christmas Outreaches Total $11,000.00

Micro Enterprise (7122-2)Supplies $200.00Grants $1,000.00

Micro Enterprise Total $1,200.00

Transportation (7125)Vehicle/Auto Fuel $2,400.00Vehicle/Auto Security $1,200.00Equipment Maintenance $2,400.00

Transportation Total $6,000.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Kampala (7100)

Gulu (7200)


Leadership Staff (7211) fsddsSalaries $12,600.00 Expenses $3,600.00 Christmas Bonuses $1,150.00 Taxes $1,140.00


Aloysius & Esther Kyazze (7211-1)Salary $7,200.00Expenses $350.00Timothy $1,440.00Christmas Bonuses $400.00Taxes $360.00

Aloysius & Esther Kyazze Total $9,750.00

Good News Ministry Team (7212)Salaries $5,040.00Expenses $840.00Christmas Bonuses $350.00Taxes $840.00

Good News Ministry Team Total $7,070.00

Teachers (7214)Salaries $5,760.00Expenses $720.00Christmas Bonuses $300.00Taxes $720.00

Teachers Total $7,500.00

Ministry Programs (7215)Office Expense $5,600.00Staff Development $1,500.00Dare to Grow (Program Development) $2,000.00




Sports Ministry/Outreaches (7217)Supplies $720.00Travel Services $720.00


Education (7218)Grants/Scholarships $4,000.00


SOI 2009-2010 Fiscal Budget 4/14/2009 Gulu (7200)



Vocational Training Total $750.00

Aids Ministry (7220)Supplies $900.00

Aids Ministry Total $900.00







Transportation (7225)Vehicle/Auto Fuel $1,500.00Equipment Maintenance $1,500.00


G.N. Community Center (7230)Construction $52,000.00

G.N. Community Center Total $52,000.00

Grand Total - Gulu $132,200.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Gulu (7200)

Nairobi (7300)


Leadership Staff (7311) fsddsSalaries $11,400.00 Expenses $4,500.00 Christmas Bonuses $1,050.00 Taxes $0.00


Franklin Shelimba (7311-1)Salary $7,560.00Expenses $7,200.00Christmas Bonuses $150.00Taxes $0.00

Franklin Shelimba Total $14,910.00

Teachers (7314)Salaries $10,800.00Expenses $1,080.00Christmas Bonuses $450.00Taxes $0.00

Teachers Total $12,330.00

Ministry Programs (7315)Office Expense & Rent $8,600.00Staff Development $1,500.00Dare to Grow (Program Development) $2,000.00




Sports Ministry/Outreaches (7317)Supplies $720.00Travel Services $720.00


Education (7318)School Rental $2,784.00Grants/Scholarships $4,000.00



Vocational Training Total $1,000.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Nairobi (7300)


Aids Ministry (7320)Supplies $4,500.00

Aids Ministry Total $4,500.00







Transportation (7325)Vehicle/Auto Fuel $1,500.00Equipment Maintenance $1,500.00


Grand Total - Nairobi $92,414.00

SOI 2009-2010 Fiscal Budget 4/14/2009 Nairobi (7300)

Date April 25, 2009

Item Number B-6 AGENDA ITEM INFORMATION Agenda Number 8-f

Strategic Plan – Part B From: Rodney Suddith, executive director


The Strategic Plan approved at the Fall Board meeting called for plans to continue its development. The Executive Director and members of the SOI Administration have developed an additional nine goals for the Strategic Plan. As information the Strategic Plan (as approved at the Fall meeting) is attached. This includes:

1. Overview 2. Ministry Foundational Profile 3. Ministry Financial Profile 4. Strategic Planning Process 5. Strategic Plan Part A Goals

The additional nine goals comprising Part B appears at the end of the attachment.

OTHER INFORMATION

Disposition: Action

Recommendation: The Executive Director recommends approval of the Strategic Plan Part B.

4/14/2009 SOI Strategic Planning Page 1

Sports Outreach Institute Strategic Planning

I. OVERVIEW

II. MINISTRY FOUNDATIONAL OVERVIEW

1. Mission 2. Core Values 3. Christian Commitment 4. Our Opportunity 5. Our Approach 6. Our Priorities 7. Our Strategy 8. Special Areas of Program Financial Need 9. Ten Major Objectives of 2008

III. MINISTRY ORGANIZATIONAL PROFILE

1. Staff Leadership Flow Chart 2. Staff Position Descriptions

a. International Headquarters Staff b. Monroe Office Staff c. US Ministry Staff

3. 2007 End of Year Summary Report

IV. MINISTRY FINANCIAL PROFILE

1. SOI Fiscal Year 2007-2008 Auditors Report 2. SOI Fiscal Year 2007-2008 IRS Form 990 3. Three Year Historical Donor Summary 4. African Program and Staff Funding Summary

V. STRATEGIC PLANNING PROCESS

1. What is Strategic Planning? 2. Why Develop a Strategic Plan? 3. Overall Goals of this Process 4. Four Ingredients for Plan to Work 5. Situation Analysis:

a. Vision and Mission b. Strengths and Weaknesses c. Opportunities and Threats

4/14/2009 Tactical Marketing Plan page 2

VI. SOI FIVE YEAR STRATEGIC PLAN FOR 2008 - 2012

1. Introduction 2. Twelve Goals and Objectives

a. Service Levels b. Staffing c. Financial Plan d. Implementation Plan

VII. SUPPORTING DOCUMENTATION


I. STRATEGIC PLANNING SESSION OVERVIEW

Overview

Every time I visit one of our ministry sites, I am humbled. So often I watch and enjoy the very people Sports Outreach has come to serve take great delight in serving and ministering to me and other Sports Outreach staff and visitors. How grateful they are to hear about Jesus, to see the Christian life modeled and lived out in a community of faith by the SOI staff, to have a Bible of their own, clean drinking water, to have food in their stomachs, some donated clothes, a ball or a pair of shoes. What a lesson it is to me and all the others who have so much, clean water at the turn of a faucet, a pantry full of food, and shelves of Bibles.

At Sports Outreach Institute, our calling is to show people in need the love of God in the most basic and practical ways – providing food for children, education and vocational training, clothing and shoes, fellowship, friendship, emotional and spiritual support – and to share with them living water, the Gospel of Jesus Christ. But they in turn minister to us; the “poorest of the poor” open our eyes to the reality of our own lives, and teach us what it means to love others the way Jesus tells and showed us.

It is through the dedicated work of you, the Board of Directors, such caring people, that God has directed SOI and enabled us to reach so many others in so many different places. Our method is simple. We support people as they minister to the needy in their own countries, and we do it by building relationships – training, equipping and consulting with them to be more effective than they would be on their own. In a similar manner you share your wisdom, expertise, passion and guidance to help the staff here in the states be more effective trainers, leaders, partners and stewards.

May we enter this critical activity of strategic planning with humility, grace and love? We know that there is much to praise God for in the life of SOI. But we are also aware that there are challenges that must be faced. We are blessed to have a talented and dedicated staff both nationally and internationally. But we also know that we need to seek new staff to lead the organization deeper and further into the work we are called. We are blessed to see the solid footprint of SOI in Uganda, Kenya and Mexico. But are there other places that God might be calling us to? The work on the Good News Community Center and Training Center in Gulu reflects the faithful provision of our Lord. But do we not need to move further with work on a similar training facility in Kampala and Nairobi? It is humbling to see the sacrificial lifestyle of the SOI staff – particularly the African staff – they ask for so little. But, if we are to maintain such a quality staff we must be willing to consider ways to help them meet new demands in their lives. There is much to consider, and we will not be able to accomplish it all in a weekend, but with God’s guidance we can take the next step towards strengthening the wonderful organization we are all blessed to be a part of.

4/14/2009 Tactical Marketing Plan page 4

The Challenge

During this process we will:

• Review the vision, mission, core values and approach of SOI.

• Take a quick look at our organizations profile.

• Share the strengths and weaknesses of SOI.

• Visit the opportunities and threats that we face as an organization.

• Look at the first draft of a Strategic Plan.

• After discussion make suggestions, alterations and adjustments to the plan.

• Review and discuss design for implementation of the plan.

• Where appropriate, give approval for moving forward with the plan and where necessary distribute items of concern to proper committees or individuals for further study and evaluation.

• Pray for what we have started, the steps we have decided to take and for the work that God has placed before us.


II. MINISTRY FOUNDATIONAL OVERVIEW

1. Our Mission

Sports Outreach Institute exists to demonstrate the love of God by identifying, training and equipping committed Christian leadership in the effective use and understanding of sports ministry to spread the Gospel and alleviate human suffering.

2. Our Core Values We at Sports Outreach Institute will be intentional to:

• HONOR GOD o In all that we do o Matthew 22:36-38

• PURSUE EXCELLENCE

o Because God creates all things with excellence and we therefore we will do no less

o Colossians 3:17

• DEVELOP PEOPLE o Both physically and spiritually o 2 Timothy 2:2

• BE GOOD STEWARDS

o All things are gifts from God, on loan to us to help those in need o 1 Peter 4:10

• BE PRACTICAL IN OUR APPROACH

o Meeting people where they are with usable, friendly and appropriate strategies o James 2:15-17

• BE BURDEN-LIFTING

o Sharing the Gospel and improving the daily life of those we serve o Galatians 6:2

• START ONLY THAT WHICH IS SUSTAINABLE

o Equipping people and communities with abilities and means that enable them to become self-sustaining and supporting

4/14/2009 SOI Strategic Planning page 6

3. Our Christian Commitment

Founded in 1986, Sports Outreach Institute is an international Christian organization, meeting and serving the poorest of the poor in their communities by sharing and living out the Gospel.

We extend assistance to all people, regardless of their religious beliefs, gender, race, or ethnic background.

For Sports Outreach Institute staff in the United States, Christian faith is a prerequisite for employment, based upon United States federal guidelines provided in Title VII of the Civil Rights Act of 1964.

4. Our Opportunity

Our methodology is based on an incarnational and relational model that affords us the opportunity to serve others by equipping, encouraging and walking alongside those with whom we work. Our goal is not to gain recognition and credit for ourselves but rather, to be a servant in the true sense of the word, modeling Christ at every turn. While we are a resource, ownership must always belong to the nationals and final decisions rest with the leaders we serve.

5. Our Approach

At Sports Outreach Institute we have been working with our partners and staff to spread the Gospel and alleviate suffering for more than twenty years and have directly impacted thousands of lives in a positive and holistic manner. We strive to have the most effective dollar-for-dollar model in operation at all times. Our approach – to train, equip and consult nationals – ensures that the energy and resources contributed by volunteers and donors result in practical, sustainable and burden-lifting ministries that meet the long term needs of the communities we serve.

• Train

o Sports Outreach Institute conducts the most comprehensive training in integrated sports ministry and its uses in individual and community development to volunteers and professionals. Sports Outreach Institute volunteers, trainees and staff have also used their training and skills to work with a wide range of public, church and private-sector organizations. Participants are prepared to train others, with the goal of seeing national teams meeting the needs of their own people. This happens in each of the countries where SOI serves.

• Equip

o Sports Outreach Institute provides trained national teams with all the components necessary to implement local sports based community ministry. SOI provides capital outlay and logistic support, growing the national teams to be self-sustaining. Local people are hired and local materials are purchased whenever possible and practical, creating jobs and income to further benefit the community at large.


• Consult

o Sports Outreach Institute is committed to making information and expertise available to facilitate the improvement of the quality of life in the communities we serve. Consultation is a natural outgrowth of training and equipping – and is a practical way that SOI can walk alongside other organizations that wish to include sports ministry as a component of their work. Efforts are multiplying as SOI acts as a consultant (and in some cases eventual partners in ministry) to other organizations desiring to meet shared global and local needs.

6. Our Priorities

• Community and Church Involvement

o Sports Outreach Institute strives to develop a relationship with each community and local churches prior to implementing an on-going ministry plan. Often a local advisory board is formed to assist us with the development of a practical, appropriate, sustainable and burden-lifting plan of action. The committee may participate in the implementation and receive training helpful to better understand our work. This imparts a sense of ownership in the ministry critical to a healthy long-lasting relationship.

• Appropriate Technology

o Sports Outreach Institute will use technology suitable to the particular community we serve, considering its history, culture & lifestyle.

• Reliable Solutions

o Sports Outreach Institute is careful that whenever confronted with economic, cultural or political challenges that every effort is made to work with all the appropriate parties and arrive at an appropriate and reliable solution. A solution that glorifies God, does not compromise our partners, and represents the best interest of those we serve.

• Nurture and Profession Development of Staff

o Sports Outreach Institute is dedicated to the spiritual, emotional, and psychological nurture of our staff. Desiring to reflect the love of Christ in all relationships, especially those with one another; we are faithful to pray for staff families, marriages and health. In addition we are committed to the professional development and training of all full time staff, both national and international.

7. Our Strategy

Looking towards 2008 Sports Outreach Institute will commit to employ the incarnational, relational model of the Good News Teams in Africa as well as the church-planting model employed in Mexico. In Africa we remain committed to provide the following in each community served by SOI.

• Feeding Program

• Vocational Training, Tuition Grants and Scholarships

• Ministry to HIV/AIDS Infected Heads of Households

• Sports Ministry


• Discipleship and Bible Teaching

• Community Service

8. Special Areas of Program Financial Need

• Good News Team, Kampala – Support their daily work in five major slums providing all the programs listed under “Our Strategy” as well as running sports leagues, equipping churches for sports ministry and hosting teams from the USA.

• Good News Team, Gulu Matching Grant – SOI has a $20,000.00 matching grant to support the training, equipping and salaries of our staff in northern Uganda. Your gift and support is doubled!

• SOI Staff in Nairobi – This is a growing team doing a great work in some of the largest slums in the world. In addition to our core programs this team has extended the HIV/AIDS and micro-finance programs so as to include a community that is shunned and outcast by their neighbors and relatives.

• Sportsbridge – Your financial gifts and support help cover the cost of shipping and import taxes for containers of donated goods and equipment.

• HIV/AIDS Ministry - Gifts help to minister, share, empower and befriend those who are treated as lepers were in Bible times.

• Andrew Popp Memorial Scholarship Fund – All monies are used to provide tuition grants and scholarships to slum children in all our African ministry locations.

• Feeding Program – Help us to daily provide a meal for more children, families and households devastated by HIV/AIDS.

• Vocational Training – Empower the next generation as well as alleviate daily suffering by training youth and adults in marketable skills and abilities.

• Micro-finance – Low interest loans are given to the poorest of the poor or those with HIV/AIDS to assist with startup cost of new micro business or equipment to expand an existing self-sustaining operation.

• Colegio Admiral R. Carey Brenton School in Ometepec, Mexico – Help support staff and cost of scholastic materials as the school, in addition to standard curriculum, teaches English as a second language and exposes students to a Christian worldview.


9. Ten Major Objectives for 2008

In December 2007, the Executive Director of Sports Outreach challenged the organization to the following Ten Major Objectives for 2008:

• Together we will move forward with the construction of the Good News Community Center in Gulu, Uganda.

• Together we will continue to develop and train all our staff focusing on their spiritual growth as well as professional development.

• Together we will expand the feeding program by at least 15% to include more children and families.

• Together we will expand the HIV/AIDS Ministry by at least 25%.

• Together we will continue to grow the micro-enterprise program by striving to have no fewer than 1600 involved by the end of 2008.

• Together we will complete the construction of the primary school in Gulu thus providing free education to hundreds of destitute and abandoned children.

• Together we will construct a new primary school in the Mukuru slum of Nairobi, Kenya, employing and empowering a faculty that will instruct hundreds of children who otherwise would have no opportunity to learn.

• Together we will meet the $20,000.00 matching grant to support the Good News Ministry team in northern Uganda.

• Together we will send no fewer than three containers filled with humanitarian aid, athletic equipment and scholastic materials to Gulu, Kampala and Nairobi.

• Together we will share the Gospel of Jesus Christ with thousands upon thousands and disciple hundreds of new believers.


III. MINISTRY ORGANIZATIONAL PROFILE

1. Staff Position Descriptions and Organizational Chart

Appearing in the appendix of the Board of Directors Agenda Packet for the Spring 2009 meeting are the SOI Staff Leadership Organizational Chart and detailed staff position descriptions for the following individuals:

International Headquarters Staff:

1. Executive Director (Rodney Suddith – Administrative Duties Phase II)

2. Operations and Communications Director (Morgan Allen)

3. Administrative Director (Deborah Hallgren)

4. Assistant Administrative Director (Mary Ellen Longo)

5. Administrative Staff Assistant (Vickie Alvey)

6. Ministry Programs Assistant (Kendall Bartholomew)

7. Office Assistant (Sydney Bolton)

Charlotte Ministry Office Staff:

1. Assistant Executive Director (Dustin Swinehart)

2. Short-Term Teams Director (Sam Casey)

3. Charlotte Administrative Coordinator (Amanda Uher)

Monroe Office Staff:

4. President (Russ Carr – Administrative Duties Phase II)

5. Assistant to the President (Sue Carr – Administrative Duties Phase II)

U.S. Ministry Staff:

1. Program Development Coordinator (Don Brenneman)

2. Special Projects Coordinator (Steve Clark)

3. Compassion Ministries Coordinator (Kim Clark)


IV. MINISTRY FINANCIAL PROFILE

Attached Documents

The following Financial Documents and Reports appear as attachments to the original strategic plan document presented in September 2008:

1. SOI Fiscal Year 2007-2008 Auditors Report 2. SOI Fiscal Year 2007-2008 IRS Form 990 3. Three Year Historical Donor Summary 4. African Program and Staff Funding Summary


V. STRATEGIC PLANNING PROCESS

1. What is Strategic Planning

It is the process of determining (1) what our organization intends to accomplish, and (2) how we will direct our resources toward accomplishing these goals over the coming months and years.

2. Why Develop a Strategic Plan

1. Improved Results – having a clear plan for the future and periodically monitoring progress can contribute to a greater sense of purpose, movement and accountability.

2. Momentum and Focus – will help us move away from being too preoccupied with the day-to-day pressures and help focus on future thinking and goal building.

3. Problem Solving – will help us also focus on our most critical problems, choices and opportunities. We need to work towards being able to resolve an interrelated set of issues or problems in an intentional, coordinated manner.

4. Teamwork, Learning, and Commitment – this will provide an excellent opportunity to build a sense of teamwork, to promote learning, and to build commitment across the organization and with key partners and supporters.

5. Communication and Marketing – plan can and will be used as an effective communication and marketing tool.

6. Greater Influence – this can help us provide greater influence over our circumstances and the circles in which we serve, rather than simply responding to an unending series of challenges and problems.

7. A Natural Way to Operate – will help us include planning as a familiar part of moving the organization forward and increasing our effectiveness.

8. Compliment Our Leaders Intuition and Imagination – a good plan will help us channel the vision, intuition and imaginative ideas of our ministry leaders and partners. Albert Einstein wrote:

“I believe in intuition and inspiration … at times I feel certain that I am right while not knowing the reason … Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to creative measures.”


3. Overall Goals of This Process

• To develop a comprehensive strategic plan for the total Sports Outreach Institute organization being careful to include each major program or division.

• To develop a comprehensive strategic plan that extends no less than three years into the future and not more than five years

• To be careful to include the Board of Directors, the Executive Director and other staff as needed in the development and implementation scheme of this strategic plan.

• To have this plan completed and presented for approval and implementation at the Spring Board Meeting 2009.

4. Four Ingredients for the Plan to Work

1. Get good ideas on the table and into the discussion.

2. Make good decision on how to proceed.

3. Develop a shared understanding of and commitment to the directions we choose.

4. Have some heart – must feel free to speak candidly about your hopes for the organization and what can be accomplish.


5. Situation Analysis

Thinking About Vision and Mission

Instructions

1. Describe below your understanding of Sports Outreach Institute’s mission or purpose. 2. List any questions, ideas, or concerns you have about our present mission. 3. Note any ideas about how our organization’s mission could or should change.

Present mission or purpose

Questions about the current mission

Possible changes in the mission for the future.



Thinking About SOI Strengths and Weaknesses

Instructions

1. List the major strengths and weaknesses of SOI as it faces the future. 2. Note which strengths and weaknesses will be most critical to our organization’s future

success.

Strengths and assets Weaknesses and liabilities



Thinking About Opportunities and Threats

Instructions

1. List the major opportunities and threats that you believe SOI will face in the next two to five years that may significantly influence whether it succeeds or fails.

2. Identify the four to eight opportunities or threats that are most critical to our organization’s future success.

Major opportunities: Major threats: Most critical

opportunities or threats:


SOI FIVE YEAR STRATEGIC PLAN FOR 2008 – 2013 – PART A

Introduction

The first step to planning is to understand why it is needed. Having strategies will help Sports Outreach Institute discover and the best approaches to implementing our mission and vision, build on our assets, recognize our weaknesses and anticipate any problems that may arise. Strategic planning will help provide guidance and direction for the staff and a tool for the board to hold the organization responsible and accountable to fulfilling our mission and living out our core values. The plan will create a framework within which priorities can be set and a coherent focus given to program implementation, This plan, when completed, offers stakeholders, supporters, foundations and partners an opportunity to know and therefore more effectively support the mission of Sports Outreach Institute.

For several years I have tried to prepare the ground and create a proper mindset and orientation towards the development of a strategic plan. I now believe and trust that the Board of Directors of Sports Outreach Institute is ready to embark on strategic planning. As we begin we will all have to do a little homework reacquainting ourselves with the; vision, mission, core values, Christian commitment, ministry priorities, ministry model and other foundational values of our organization. We will need to review programs, staff job descriptions, development strategies and funding needs. Certain basic issues must be addressed and some restructuring of the board committee and methods of reporting and information sharing reviewed. We will get a good start on much of this during our time together this weekend.

I have prepared twelve goals and objectives for Phase One of the Sports Outreach Institutes Strategic Plan for 2008-2013. Each goal includes a brief statement of what critical issue is being addressed, a rationale for the goal, staff/board responsibilities and needs for accomplishment of the goal, possible financial cost of the goal, and a brief outline of how to implement each objective of Phase One. Once we have clarified and defined our corporate position on each of the first twelve objectives we will be better equipped and prepared to move forward in a unified manner.

The second half of this plan will be presented as part of the budget proposal in April, 2009.

Thank you in advance for your attention, cooperation and dedication to the task of preparing a comprehensive and effective Strategic Plan for Sports Outreach Institute 2008-2013.


Goal #1 – Approved September 28, 2009

Issue to be Addressed

SOI needs to increase involvement of the Board of Directors so as to enhance the overall planning, development and governance areas of the organization.

Goal and Objective

During the next 12 – 18 months the Board of Directors, working closely with the Executive Director will assume new responsibilities in the areas of planning, development, and governance.

Rationale

SOI is blessed to have a dedicated board that reflects a wide range of talents, valuable experience, and passion for the organization, as well as a desire to be more involved.

Service Level

This will involve a cooperative effort by all current board members, SOI executive staff and input from field staff.

Staffing

Already in place. Financial Resources

Limited cost as this will be accomplished through e-mails, regularly scheduled meetings and on-line meetings and conference calls.

Implementation Plan

The Executive Director will be responsible for implementation and will be assisted by current staff in the Lynchburg office.

• STEP ONE: In April 2009 the committee structure will be reviewed and revised to insure that the following are in place and functional:

o Governance Committee: The legal authority of a board to establish policies that will affect the life and work of the organization while holding the board accountable for the outcome of such decisions. The Governance Committee will also be responsible for recruiting, orienting, and training of board members.

o Executive Committee: This committee will have specific powers, outlined in the bylaws, which allow it to act on the board’s behalf when a full board meeting is not possible or necessary.

o Financial Committee: Duties will remain much the same as the current


Finance Committee but will be given additional responsibilities reviewing monthly financial reports, quarterly reviews by CPA and the annual audit.

o Development Committee: This committee will work closely with staff involved in development to maintain a comprehensive plan for development as well as review methods and plans of obtaining funding or support for an organization. Development Committee will also challenge all board members to be more involved in supporting the development plans and goals of SOI.

o Advisory Council: The Advisory Council will be a group created to advise and support the executive staff relating to specific issues. The Advisory Council will be created in September 2008 for the purpose of helping the Executive Director prepare and if necessary revise a more detailed Strategic Plan for 2008-2013.

o Charters for each committee will be prepared by the Executive Director and submitted to every board member for review in March, 2009. Board members will be asked to make suggestions or corrections before formal adoption of the Charters in April 2009.

• STEP TWO: Committees will be appointed in April 2009. At that time each committee will elect a chairperson responsible to keep committee members involved and informed via e-mail, phone calls and limited mailings. Working with the Executive Director and his designated staff, the chairperson will prepare agendas for bi-annual meetings, reports to be shared with the board, and evaluate work of committee and its members.

• STEP THREE: All committees will be in place and functioning by the September meeting of 2009.

• STEP FOUR: Committee membership will be reviewed and evaluated every two years in order to rotate membership if required or requested, revise charter, and select new chairperson.


Goal #2 – Approved September 28, 2009


Need to recruit younger, qualified staff members for the planned growth and transition to the next generation of leadership.

Goal and Objective

During the next twelve months Sports Outreach Institute will recruit qualified younger staff to receive on the job training and preparation for guiding and directing SOI into the next generation of leadership

Rationale

The executive and junior leadership of SOI is aging and steps need to be taken to secure a smooth transition to dedicated, qualified staff.

Service Level

This will involve the Executive Director and a partial time commitment from current administrative staff in Virginia.

Staffing

Leadership will be provided by Executive Director. Financial Resources

Funds for recruitment will be taken from the general fund (however initial search will be by word of mouth and cooperative effort with partners). Expect very limited cost or impact to budget.

Implementation Plan

Efforts will be made by the Executive Director to fill the following positions:

• STEP ONE: Coordinator of Ministry Teams and Development of Charlotte Region - Fall of 2008

• STEP TWO: Special Assistant to Executive Director (Person who will be groomed to fill Executive Director Position when current Executive Director transitions out of the position) - Fall 2009

• STEP THREE: Coordinator of Development - Fall of 2009


Goal #3– Approved September 28, 2009


The effectiveness of the ministry is hampered because of too much prayer-less activity and a lack of on-going training opportunities for staff.

Goal and Objective

The leadership team of Sports Outreach Institute will make a dedicated effort in 2008-2009 to become more intentional in the areas of personal spiritual growth, corporate prayer ministry and improved staff development for employees.

Rationale

Too often SOI has been focused too much on the tasks and we lose touch with the spiritual, family and personal growth of staff.

Service Level

Entire staff. Staffing

This will involve overall direction of Executive Director with cooperation of Steve and Kim Clark (revised job description may be necessary) and other designated staff.

Financial Resources

All budgets in the future need to allocate funds for professional development of all staff. It will be the responsibility of the Executive Director to have a cost figure prepared for inclusion in the 2009-10 budget.

Implementation Plan

By November 1, 2008 Lynchburg, Va. office will institute the following:

8:30 am Stillness

11:00 am devotion and prayer.

All staff will be encouraged to follow this model with the desire to be prayerful about what we do as well as provide the opportunity for personal spiritual growth.

After consultation with key staff members the Executive Director will prepare and suggest budget line items for professional development and growth of staff to be included in the 2009-2010 budgets.

Beginning in the spring of 2009 the annual SOI staff retreat will include elements that promote spiritual growth and health.




Sports Outreach Institute does not have a written plan or strategy for development to provide for the financial security of the organization.

Goal and Objective

The President and Executive Director working in cooperation with the administrative staff and the Finance Committee of the Board of Directors will present a comprehensive “Strategy for the Financial Security and Development of SOI” for formal adoption in April, 2009.

Rationale

Simply put – not to plan is to plan for failure! We are approaching $2,000,000.00 per year in giving, are blessed with rapid growth in all areas of programming and have no formal strategy to meet these blessings and challenges.

Staffing

The President and Executive Director will work closely with the Financial Committee and including appropriate interaction and consultation with administrative ministry staff to prepare the document.

Financial Resources

Any cost associated with this will be taken from the general budget. Implementation Plan

STEP ONE: By February 1, 2009 a draft “Strategy for Financial Security and Development of SOI” will be prepared through the cooperative efforts of the Finance Committee, President, Executive Director and his designated staff. It will be the responsibility of the Executive Director to insure that this deadline is met.

STEP TWO: Members of the Finance Committee, the President and the Executive Director will review the document and submit suggestions and corrections on or before March1, 2009.

STEP THREE: Document with all corrections and additions will be submitted to Finance Committee, President and Executive Director for approval by March 15, 2009.

STEP FOUR: Chairman of the Finance Committee will present the “Strategy for the Financial Security and Development of SOI” to the Board of Directors for adoption and approval during the April, 2009 meeting.




Currently SOI is wasting time and resources due to a lack of clarity over job responsibilities and descriptions as well as duplication of cost complicated by the operation of multiple offices.

Goal and Objective

During the next 18 months a concentrated effort will be made to review and refine job descriptions of the entire national staff as well as examine office operations and budgets with the overall goal of improving efficiency and reducing administrative cost.

Rationale

Due to the recent growth in number of staff and the maintenance of multiple offices, SOI needs to revisit all job descriptions and examine ways to reduce cost by avoiding duplicity of tasks and operational cost.

Service Level

Will involve the entire U.S. Ministry Staff and all efforts will be coordinated by the Executive Director.

Staffing

All staff job descriptions will be reviewed and all staff interviewed concerning current job performance and any adjustments or changes made to job description.

Financial Resources

Very limited cost to SOI. Implementation Plan

STEP ONE: Beginning in October, 2008 the Executive Director will schedule appointments with members of staff for performance evaluation and discussion of any necessary changes or revisions to current job description. This process will be completed by the fall 2009 Board of Directors meeting.

STEP TWO: The Executive Director along with his designated staff will review daily operational cost of offices and prepare a written report with recommendations for the Finance Committee by March 1, 2009.

STEP THREE: The Chairperson of the Finance Committees will insure that all committee members review the report and submit and corrections or suggestions to the Executive Director by March 30, 2009.


STEP FOUR: Executive director will make corrections and react to suggestions from the Finance Committee, in writing, before April 15, 2009.

STEP FIVE: The Chairman or designated Finance Committee member will present the report with recommendations to the Board of Directors during the April, 2009 meeting.




After 25 years of growth it is necessary to review the financial accounting and stewardship practices of SOI.

Goal and Objective

Working in cooperation with the administrative ministry staff in Lynchburg, Virginia the Executive Director and an individual appointed by the Board of Directors will review, analyze and make necessary changes in the financial accounting procedures to insure that a high degree of fiscal integrity is maintained.

Rationale

The President and Executive Director have expressed concern over some of the accounting practices of the former bookkeeper and want to insure that high standards of fiduciary accountability and stewardship are maintained.

Service Level

Will require input from SOI accountant Andrew Morse and staff members Morgan Allen and Deborah Hallgren (and other appropriate office staff), the president and the Executive Director.

Staffing

The process will be supervised and directed by the Executive Director. Financial Resources

May require a full audit or additional financial review and analysis. Implementation Plan

STEP ONE: The Executive Director, with designated staff, will meet with Andrew Morse to review and discuss current accounting procedures and his reports before November 15, 2008.

STEP TWO: SOI will submit an application along with the $800.00 per year fee in order to become an active member of the Evangelical Council of Financial Accountability (ECFA). They will provide guidance, training and direction for the staff and board in matters pertaining to fiduciary responsibility and accounting practices. The ECFA will help SOI become even more aware of the necessity to follow the highest “Standards and Best Practices of Financial Stewardship.”


STEP THREE: The Executive Director will interview no fewer than three CPA’s and secure bids of services for quarterly reviews and a full yearly audit. A recommendation will be presented to the board in April 2009 for the retention of a CPA for 2009-2010.

STEP FOUR: Appropriate staff will be encouraged to take advantage of training seminars offered by the ECFA as well as enrichment classes pertinent to the accounting software used by SOI.

STEP FIVE: The executive director will insure that a formal Annual Report, including financial summaries and stewardship guidelines, is prepared and open to all interested parties by November 1 of each year.




Recent board meeting discussions and letters to board members by the president and Executive Director indicate different opinions and in some instances confusion regarding the current staff, programming and overall direction of SOI.

Goal and Objective

The Board of Directors will appoint a three member task force to (a) review the current Mission Statement and make alterations to refocus the mission statement if appropriate, and (b) prepare a Vision Statement that communicates a compelling and inspirational challenge and hope for the future of the organization.

Rationale

It is a responsibility of the board to regularly reference the organization’s Mission Statement to assure that it is being faithfully followed and to have the courage to refocus the statement if necessary or appropriate. A clarification or reaffirmation of the Mission Statement and a carefully constructed Vision Statement will help clarify current programming as well as guide decisions regarding new program development or expansion.

Service Level

The entire staff will be informed of the purpose of the task force and will be required to provide all requested information and documents necessary to further the work of the task force to the Executive Director who will then forward them to the task force.

Staffing

Appointed by the board Financial Resources

Task force should submit a budget if they envision extraordinary cost relating to duties. Implementation Plan

STEP ONE: The board will appoint a three member task force during the fall meeting of 2008.

STEP TWO: The Executive Director will submit a charter of responsibilities to the task force before October 15, 2008.


STEP THREE: The task force will submit a draft copy of any revisions to the Mission Statement as well as draft of the Vision Statement to the Executive Director before March 15, 2009.

STEP FOUR: The Executive Director will insure that the draft is included in the spring 2009 Board of Directors meeting packet.

STEP FIVE: The task force will present and lead discussion related to revised Mission Statement and newly composed Vision Statement during the spring 2009 board meeting.

STEP SIX: Following discussion the Chairman of the Board will entertain motion to either accept the statements as presented (including any changes approved by board during discussion), or to refer the statements back to the task force for further consideration.




Recent conversations with board members and staff indicate a need for better communication regarding staffing, program updates and financial funding. Several board members and staff indicated a desire for more current information regarding these things so that they could more faithfully represent the work and financial needs of SOI to others.

Goal and Objective

Under supervision of the Executive Director the staff in Virginia will develop a strategy to improve communication regarding ministry updates, staff and funding needs between the International Headquarters office, staff, board and interested donors.

Rationale

It is in everyone’s best interest to have current information so that the mission, vision and work of SOI can be accurately and faithfully shared with others.

Service Level

Information gathered and properly shared could benefit many donors, staff and partners in ministry.

Staffing

Staff in the International Headquarters office as well as individuals designated by the Executive Director in Kampala, Gulu, Nairobi, and Ometepec, will all contribute to the accomplishment of this goal.

Financial Resources

The Executive Director will present any necessary changes to the budget relating to this task in April, 2009.

Implementation Plan

STEP ONE: Appropriate staff will review request and make recommendations to Executive Director by the end of October, 2008.

STEP TWO: Morgan Allen will work with consultants and specialists and staff to make necessary improvements to web page to better communicate requested information.


STEP THREE: Morgan Allen will train designated individuals in Kampala, Gulu, Nairobi and Ometepec how to access the webpage and place updates on a blind site that after review and editing will be placed where the general population can read and view.

STEP FOUR: Beginning in November, 2008 the Executive Director will email a bi-monthly bulletins that will include ministry, staff and financial funding updates and reports to the board and staff.

STEP FIVE: The Executive Director will report to the board on progress towards the meeting of this goal in April, 2009.




There have been several discussions relating to the size of the Board of Directors of SOI. Discussions have centered on the need to reduce the size of the board and thus increase involvement of active members.

Goal and Objective

During the next twelve months the current Board of Directors of SOI is encouraged to think, reflect and pray about the size of the board as well as duties and expectations of active board members.

Rationale

A healthy discussion will help clarify duties and responsibilities of board members. Staffing

The current Nominating Committee will be given the responsibility to clarify and examine the issues related to this subject as well as prepare a written report of findings to board in April, 2009.

Financial Resources

Very minimal if any cost is expected from this examination and discussion. Implementation Plan

STEP ONE: The Executive Director will prepare a document outlining topics relative to the issue for the Nominating Committee before November 15, 2008.

STEP TWO: Chairman of the Nominating Committee will use email and other appropriate means to generate and encourage on-going discussion of topic and related issues among committee members.

STEP THREE: The Chairman of the Nominating Committee will submit both a written and oral report to the board at the spring 2009 meeting.

STEP FOUR: The Nominating Committee will submit a written report to the Executive Director by August 15, 2009. Report will include a recommendation from the Nominating Committee for consideration by the board.


STEP FIVE: The Executive Director will include the report in the board packet for the fall meeting 2009.

STEP SIX: The Chairman of the Nominating Committee will be prepared and lead discussion related to this issue during the fall 2009 board meeting.

STEP SEVEN: Following the discussion the Chairman of the Board will entertain any motions from the floor or if necessary send the matter back to the Nominating Committee for further study.

STEP EIGHT: If returned to Nominating Committee the chairman will insure that further discussion take place and strive to answer any possible questions raised by the board.

STEP NINE: Chairman of Nominating Committee will submit report to Executive Director before March 15, 2010 for inclusion in spring board meeting packet.

STEP TEN: Will repeat steps 6,7 and 8 until board makes decision.




Examination of staff salary scale, personal support and possible addition of more complete benefit package for employees of SOI.

Goal and Objective

The Policies and Ethics Committee will review, study and make recommendations to the board concerning the salary scale, personal support and benefit packages for national and international staff.

Rationale

As SOI increases in staff, both nationally and internationally, the board should consider salary guidelines, possible benefit packages and which, if any, staff should be responsible for raising personal support.

Service Level

This discussion and resulting recommendations will have a very significant impact on all current and future employees of SOI.

Staffing

The Executive Director will insure that the Policy and Ethics Committee has the full and complete cooperation of all staff and upon request receive all pertinent information.

Financial Resources

Different possible actions by the board have potential for significant impact on the budget but the investigative stage should have little, if any cost.

Implementation Plan

STEP ONE: The Executive Director will prepare a document outlining tasks and responsibilities for the Policy and Ethics Committee before November 15, 2008.

STEP TWO: The Chairman of the Policy and Ethics Committee will use email and other appropriate means to generate and encourage meaningful and on-going discussion of topic and related issues with committee members.

STEP THREE: The Chairman of the Policy and Ethics Committee will submit written and oral progress report to the board at the spring and fall 2009 meetings.


STEP FOUR: The Chairman of the Policy and Ethics Committee will submit a written report with suggestions for the board to the Executive Director before March 15, 2010.

STEP FIVE: The Executive Director will include report in board packet for spring 2010 meeting.

STEP SIX: Chairman of the Policy and Ethics Committee will lead discussion of report and recommendations with full board at spring 2010 meeting.

STEP SEVEN: Following discussion the Chairman will entertain any motions pertaining to the issue. If no action taken the matter will be returned to the Policy and Ethics Committee and steps 3, 4, and 5 will be repeated leading up to fall board meeting 2010.




Need to introduce SOI to a large east coast market that will increase visibility, fund-raising opportunities and enhance recruitment of new staff.

Goal and Objective

SOI will expand its national visibility by employing staff and actively recruiting donor support in the Charlotte, North Carolina metropolitan area.

Rationale

For over three years the Executive Director has explored and investigated possible sites for staff expansion in the eastern United States. Charlotte, North Carolina was selected following a careful consideration of Northern Virginia, Richmond, Virginia and Charlotte. Key factors in the decision to recommend Charlotte include:

• Home of key SOI partner, Missionary Athletes International (MAI) and the Charlotte Eagles Football Club.

• A very strong and vibrant economy with significant corporate and private residential growth.

• Tremendous resource for recruitment of staff with experienced sports ministers from the Charlotte Eagles, MAI, etc.

• International airport with direct flights to hubs in Europe that connect to Entebbe, Uganda and Nairobi, Kenya.

• Very attractive possibilities to increase local ministry to demonstrate effective use of sports ministry

Service Level

Proper staffing and marketing will introduce thousands to SOI and afford fresh sources of revenue and staffing.

Staffing

The Executive Director will recruit and employ staff and work with them to provide assistance with office space, job descriptions and supervision.

Financial Resources

Executive Director will submit budget adjustment figures as appropriate and will submit on-going cost factors for the 2009-2010 budgets.


Implementation Plan

STEP ONE: Board welcomes the new staff addition of Sam Casey as the Coordinator of Ministry Trips and Charlotte Regional Development. (See resume and job description in appendix section)

STEP TWO: Sam comes to Lynchburg in mid-October 2008 for training, orientation and discussion of strategies for development in Charlotte.

STEP THREE: In January, 2009 Sam will help Rodney lead a ministry team of 22 individuals from the Charlotte area to Gulu, Uganda and Nairobi, Kenya. Team will include a few Charlotte Eagles who have visited these locations before as well as 14-15 business and community leaders familiar with SOI and interested in increasing personal and corporate support.

STEP FOUR: In April, 2009 Sam will come to Santa Barbara to meet the Board of Directors and report on progress as well as begin to develop a more personal relationship with the board.

STEP FIVE: Sam will lead several of the trips scheduled for next summer to alleviate some of the travel for Rodney as well as use his many skills to nurture staff and visitors.


Goal #12– Tabled September 28, 2009


Need to provide a permanent office, demonstration site and training center in the USA. Goal and Objective

The Board of Directors will act upon request to purchase land and build a facility for the housing of staff, training and equipping of others in sports ministry and proper demonstration of sports ministry principles and technique.

Rationale

For over three years the Executive Director has explored and investigated possible sites for staff expansion in the east. Charlotte, North Carolina was selected following a careful consideration of Northern Virginia, Richmond, Virginia and Charlotte. Key factors in the decision to recommend Charlotte include:

• Home of key SOI partner, Missionary Athletes International (MAI) and Charlotte Eagles Football Club.

• A very strong and vibrant economy with significant corporate and private residential growth.

• Tremendous resource for recruitment of staff with experienced sports ministers from the Charlotte Eagles, MAI, etc.

• International airport with direct flights to hubs in Europe that connect to Entebbe, Uganda and Nairobi, Kenya.

• Very attractive possibilities to increase local ministry to demonstrate effective use of sports ministry

Service Level

Proper staffing and marketing will introduce thousands to SOI and afford fresh sources of revenue and staffing. In addition the desire of SOI to be ‘global’ will become more of a reality as we take advantage of partnership opportunities with the Charlotte Eagles and MAI to equip and train in Asia, Europe, and Latin America. The land that is being recommended has dwellings on it that can easily be converted into dormitory type spaces to host international teams and partners for extensive training and nurture.

Staffing

The Charlotte staff will be supervised by the Executive Director.


Financial Resources

The board is encouraged to introduce, support and direct a Capital Campaign with a goal of $5,000,000.00 to cover the purchase of property, permits, building cost, etc.

The Charlotte team has also prepared an outline of ideas for the Capital Campaign.

The board should also consider the borrowing of $2,000,000.00 to be used to purchase the land.

The business plan, once completed, will demonstrate how the facility has the potential to generate enough income to make it self-sustaining and not a drag on other ministry funds.

Implementation Plan

STEP ONE: Plan and supporting documents are presented to Board of Directors at the 2008 fall meeting.

STEP TWO: Board considers suggestion of borrowing money to purchase desired piece of land in Charlotte at the 2008 fall meeting. Executive Director will act on board recommendation.

STEP THREE: In October, 2008 the MAI Board of Directors will respond to formal request by MAI Executive Director, Pat Stewart to enter into a formal partnership relationship with SOI. Terms of this partnership will be clarified by Mr. Stewart and Rodney and presented to the SOI Board of Directors in April of 2009

STEP FOUR: With Board approval the Capital Campaign will begin as soon as possible.

STEP FIVE: Board will receive updates on Capital campaign as well as be active participants to meet their own challenge goal and introduce others to the campaign.

STEP SIX: As the campaign progresses, a line of credit will be offered by the bank and construction will begin with board approval. Estimated time line is 40 weeks from breaking of ground to completion.

STEP SEVEN: Board of Directors will meet in Charlotte for formal opening, dedication, and service of thanksgiving.


SOI FIVE YEAR STRATEGIC PLAN FOR 2008 – 2013 – PART B The following goals are presented for approval to the Board of Directors at the April 25, 2009 meeting to complete Part B of the Strategic Plan.


Part B Goal # 1


No development effort is effective without a comprehensive plan. The Development Committee, working closely with the Executive Director and Financial Committee will develop a plan to help steer SOI in the right direction regarding financial resource development to insure that we have sufficient resources to operate effectively.

Goal and Objective

Within six to twelve months a comprehensive development plan will be prepared that helps to ensure that SOI meets its financial goals so that it can carry out its mission

Rationale

A fundraising plan is an essential part of any non-profits strategic or long-range plan. The development committee will be able to review all the resources currently being raised and assess what can realistically be raised in the future. The development committee will also be best equipped to provide resources and training for all board members, staff and volunteers involved in fundraising.

Service Level

This will involve a cooperative effort by the Executive Director, Administrative Director, Operations Director, development committee and financial committee.

Staffing

The Executive Director, Chairman of Development and Financial Committees and other designated administrative staff will provide leadership.

Financial Resources

It is expected that this will require minimal financial resources to complete.

Implementation Plan

Step One: Development Committee will establish a timetable for completion of assignment in April, 2009

Step Two: Identify topics and issues to be addressed through a brainstorming session by financial and development committees.

Step Three: Over the next six-twelve months the Development Committee will focus on the following ‘Planning Sequence.’

o 1. Merge Planning – How do we align fundraising with overall strategic plan and financial goals of SOI?


o 2. Define Organization – Review SOI’s mission, vision, goals, core values strategies from th e perspective of our donors. Evaluate how SOI becomes an even more donor-friendly organization.

o 3. Develop/Refine the Case for Support – write a compelling case statement that provides the rationale for our fundraising efforts.

o 4. Gather Facts – Collect preliminary needs, gift history, donor history, prospect base, volunteer base, fundraising vehicles, market studies, public relations studies, and technical and production support. Achieve a fundraising approach that is based on facts and not assumptions.

o 5. Determine and Validate Needs – Clarify and establish program and operational needs, minor and major capital needs, endowment needs and confirm that each need can and should be met. Achieve results that meet the actual needs of SOI.

o 6. Consider Vehicles – We can better achieve our fundraising goals by using the right tools appropriate for the scope of our efforts.

o 7. Consider Markets – Make sure we include and consider individuals, organizations, congregations, foundations, and agencies. Help to determine and define SOI’s donor market.

o 8. List and Evaluate Resources – Assess staff, space, equipment, promotional material, budget and volunteers that are available. How can we be more cost effective in fundraising?

o 9. Determine Fundraising Goals

o 10. Install and Use Control Mechanisms – Determine overall structure, outline reporting structures and assign responsibilities.

Step Four: Submit draft/proposal for development plan to board in September, 2009.


Part B Goal # 2


SOI needs to continue to expand technology equipment and communications best practices within and between the offices in the United States and our International Ministry Locations in Africa and Mexico.

Goal and Objective

During the next 12 months the staff will work to develop new procedures, practices and provide necessary resources for implementing improved communication between all ministry sites (U.S. and International).

Rationale

With the increasing need for accurate reporting, continuous ministry updates, and information from our ministry sites along with the increasing cost in mail and phone use, it is important to utilize communications technology to its greatest capabilities.

Service Level

This will involve a cooperative effort by SOI leadership staff and input from U.S. and International ministry staff.

Staffing

The Operations and Communications Director along with designated field staff at our ministry locations will lead the process.

Financial Resources

Some cost (as indicated in the 2009-2010 budget) will be incurred in the purchasing and set-up of new technology and communications equipment.

Implementation Plan

Under the supervision of the Executive Director, the Operations & Communications Director will be responsible for implementation and will be assisted by current staff in the Lynchburg & Charlotte offices as well as the International Ministry Offices.

• STEP ONE: In May 2009 the Operations & Communications Director and the Administrative Director will visit each of our ministry sites in Africa and will review the current status of the use of communications technology.

• STEP TWO: Designated staff members in each ministry location will be consulted as to how updated software, improved access to the internet, etc. can benefit their ministry site.


• STEP THREE: Staff will formulate a guide of procedures in using improved communications technology in ministry including guidelines for submitting reports and accounting documentation electronically, providing ministry updates for publication on the SOI website or printed publications, using web conferencing to communicate with U.S. offices, and other best practices for use of information and communications technology.

• STEP FOUR: After review of the needs at each ministry site, the Operations & Communications Director will deliver and set-up any new technology equipment and train the international ministry staff in its use. The staff will also be trained in the use of the Communications Guide as indicated in step three.

• STEP FIVE: The use of technology, needed updates or improvements, and relative procedures and policies will be reviewed for each location on an annual basis by the Operations and Communications Director.


Part B Goal #3


SOI should actively pursue a more formal and strategic partnership with Missionary Athletes International. Properly developed this partnership would enhance the overall sports ministry effectiveness of both organizations.

Goal and Objective

During the next 6-12 months Rodney Suddith, Dustin Swinehart and Sam Casey will work closely with Pat Stewart, president of MAI and other designated individuals to develop a written description of how the partnership will function and outline the responsibilities and obligations of each organization.

Rationale

Members of MAI and SOI executive staffs have been meeting for the past few months and have developed this DRAFT ‘Shared Vision Statement,’ assessment of compatibility, determination of shared values as well as a careful review of ministry priorities, approach and examination of potential benefits to both.

Shared Vision Statement

MAI and SOI desire to partner together to create a cross-cultural ministry model for training churches in how to develop a holistic ministry program incorporating sports, vocational training, trauma counseling, feeding programs, community service and Bible training, that is practical, sustainable and burden-lifting.

Compatibility Are we compatible in terms of doctrinal beliefs, operational values and ministry priorities?

Values SOI MAI

Honor God Submission Pursue Excellence Develop People Relationships Be Good Stewards Faith Be Practical Be Burden-lifting Start Only that which is sustainable

Transformation

Priorities

SOI MAI Community and Church Involvement Partnerships Appropriate Technology Infrastructure Reliable Solutions Nurture/Professional Development Staff Staff Development

Sports Ministry Training Communication Prayer

Approach


SOI MAI Train Train Equip

Consult Deploy Do

Do we have a clear sense of what partnering could potentially bring to both ministries?

SOI MAI • A platform for launching ministry • Strengthening by sharpening • Collaborative partnership • Leadership transition and

development

• Inner city ministry leadership resources

• Training in holistic ministry model • Year-round local ministry • Increased depth in international

ministry

Service Level

This will involve a cooperative effort by all current national and international staff.

Staffing

Already in place.

Financial Resources

Limited cost as each organization is simply looking to use what is already in place and by partnering increase efficiency, reduce duplication and share key personnel at the appropriate time and place.

Implementation Plan

The Executive Director and Dustin Swinehart will be responsible for carrying out the implementation plan listed below.

• STEP ONE: In May 2009 Dustin will meet with Pat Stewart to report on desire of SOI board regarding moving forward.

• STEP TWO: Russ Carr and Steve Clark will use the Mexico Football Crusade, June 1-8, 2009 to further assess potential for partnering with MAI in Mexico.

• STEP THREE: Rodney Suddith, Sam Casey and Dustin Swinehart will meet with African staff over the next three months to gather their suggestions, concerns and support of this idea..

• STEP FOUR: Leadership of MAI and SOI will consider all data collected and make decision to move forward or not. This decision will be made in part by answering three questions which are outlined below.

1. What difference will the alliance make to the ministry of the gospel? The opportunity for MAI and SOI is to both broaden and deepen each other’s ministries, increasing the impact of the gospel in the lives of the people that they contact.

International Scope: MAI has a broader reach than SOI in terms of geographic area and number of people involved. (Ten tours, 150+ tour members). SOI has more internationally-based staff and who minister to people on a deeper level. So the opportunity is to take SOI’s ministry model and apply it to areas where MAI is involved. In addition, MAI and SOI are both involved in Mexico.

Training: MAI can provide trained sports ministers to assist in training internationals both in terms of soccer training and sports ministry. SOI can provide training to MAI staff in


developing compassionate ministry models. Awareness: Through international tours and the summer camp programs, MAI can increase

awareness of SOI ministries internationally. This could lead to sponsorship of international staff and programs. Involvement in compassionate ministry internationally will create an awareness of MAI as being more than a soccer ministry.

2. What does each party gain?

In addition to increased international scope, training and awareness, there are opportunities for improved organizational effectiveness through sharing resources and staffing.

3. What skills, resources, and talents does each party bring to the alliance?

MAI High Visibility (games, camps, tours). Player resources (3 USL teams, 2 Summer Academy teams) Soccer credibility Training resources College/university relationships

SOI Holistic ministry model Funding for training facility Experience developing international staff Development staff Church relationships

• STEP FIVE: A recommendation for partnering will be submitted to the board for approval in September,

2009.


Part B Goal #4


Need for greater number and quality of partnerships with churches. Goal and Objective

During the next 5 years Sports Outreach would like to connect churches with specific ministry projects that they would “adopt” and support through finances and sending short-term teams to assist and encourage staff at the specific location(s).

Rationale

As a para-church ministry SOI acts as a means to mobilize the body of Christ in support of on-going missions work and helping to assist churches with a long-term missions strategy.

Service Level

All staff and board members have a responsibility to connect their own church and other local churches to the ministry of Sports Outreach providing creative ways to engage and support the ministry.

Staffing

Church partnerships will be managed and coordinated by the Short Term Teams Director in consultation with the leadership staff under the supervision of the Executive Director.

Financial Resources

Different levels of financial involvement will vary greatly from church to church. However, if we have churches sponsoring specific projects, that will lower the cost to Sports Outreach. For example: a church sponsoring the feeding program at the SOM Academy in Nairobi.

Implementation Plan

STEP ONE: All staff will begin by meeting with their home church missions pastor/committee with proposals for specific ministry projects we would like to have that church support.

STEP TWO: We would like to have that church send a short-term missions team to visit, assess, and help assist that specific ministry project and connect them with the staff on the ground.

STEP THREE: As a next step, all SOI short-term team members will be asked to pursue their home church for specific ministry projects that their church can help support. Follow-up will be coordinated by the Short Term Teams Director.


Part B Goal #5


Need to bring specialized short-term teams to various ministry sites in Uganda, Kenya, and Mexico that will increase the effectiveness of the ministry programs.

Goal and Objective

SOI will focus and expand the types of short-term teams from only vision casting to actual participation, work, and assistance of national staff at the ministry sites.

Rationale

It is in the best interest of the ministry to have active participants using their God-given talents, skill, and expertise to enhance the productivity and reach of the ministry sites. As a ministry we want to provide and a place for individuals to be used and to help serve those in need.

Service Level

The Short Term Teams Director will intentionally identify and recruit specialized/skilled teams based on the needs and request of Ministry Directors at international ministry sites: e.g. medical team, construction team, teachers training team, sports team etc.

Staffing

Implementation will be executed by the Short Term Teams Director under the supervision of the Executive Director.

Financial Resources

Funds for these projects will be raised by individual participants who travel with Sports Outreach Institute on short term ministry trips. Little or no cost/impact to the overall budget.

Implementation Plan

Efforts will be made by the Short Term Teams Director to recruit and identify the following types of teams:

STEP ONE: March 19-April 2, 2009 - Construction team to Gulu STEP TWO: Spring 2010 – Medical Team of Doctors and Nurses to Uganda/Kenya STEP THREE: Summer 2010 – Teachers Training Team – in response to a growing

need for training of primary school teachers at Koro, Nairobi, and Lugutu.


Part B Goal #6


Need for African staff to train and replicate sports ministry model to surrounding areas. Goal and Objective

During the next 5 years Sports Outreach would like to identify and equip a select group of gifted trainers from the Good News Team to be able to teach and train others in the practical use of sports ministry. Specifically, we want to provide a next step for “graduating” Good News Team members who wish to progress in responsibility in the ministry.

Rationale

As the African ministry and staff continue to increase and multiply, there is a need for trained sports ministers to equip others in using sports ministry to increase the reach and sustainability of the ministry. We need to be able to replicate the model.

Staffing

The SOM Leadership, Executive Director, and designated SOI leadership staff will help evaluate and assess strategic steps to develop a course of action

Financial Resources

Different possible actions could impact the placement, responsibilities and cost of current and/or new staff as well as the budget.

Implementation Plan

STEP ONE: Assess the need for SOI to send out training and equipped sports ministry teachers to various churches and developing areas.

STEP TWO: Identify the top sports ministry teachers within our current African staff.

STEP THREE: Several months of additional training and mentoring to top teachers STEP FOUR: In partnership with local churches, top teachers are to organize a

conference for potential sports ministers to receive training. Hands on training in sports ministry, discipleship strategy, and burden-lifting programs.

STEP FIVE: Following the conference will follow-up with specific churches and individuals to monitor any progress being made.

STEP SIX: Results of follow-up will determine our effectiveness and determining what further action needs to take place


Part B Goal #7


Sports Outreach seeks to grow its ministry into the four slums in Kampala where we are not currently ministering. Additionally, Sports Outreach has a need to have a tangible “next step of employment” for our Timothys.

Goal and Objective

In the next three to five years develop, recruit, train, and place into ministry a new Good News Team.

Rationale

For staff serving as a Timothy, after three years of training, the next developmental step is to move into a full time staff position. There is also need in the city and opportunity for us to grow into new ministry areas where the new team would serve.

Service Level

This will involve a cooperative effort by SOI leadership from the U.S. and Uganda. Staffing

The Governance Board in Kamapala and a designated Kampala Focus Team (comprised of the Executive Director, selected staff, and board members) will take the lead in identifying the appropriate time and resources needed to launch the new team.

Financial Resources

A new team will carry the same financial expense of the current team in Kampala and will need to be an addition to the ministry budget.

Implementation Plan

• Step One: The Governance Board and Kampala Focus Team will begin discussions on the implications of launching a new team by September 2009.

• Step Two: The Governance Board will make recommendations and decisions as to which Timothys will be selected to comprise the new Good News team by January 2010.

• Step Three: The Kampala Focus Team, leadership staff, and board members will work together to help raise the financial needs of a new team.

• Step Four: Identify new ministry sites in 4 remaining slums for team to work in by end of March 2010.


• Step Five: The Governance Board and Kampala Leadership Staff will identify new Timothys for both the current Good news team and the proposed new good news team by end of 2010.

• Step Six: Launch new good News team in 2011.


Part B Goal # 8


SOI has a need to reflect our core values by developing and caring for our staff on a professional level. There is an ongoing need for continued education in areas of expertise and a need to develop a benefits package as our staff grows.

Goal and Objective

Within twelve to eighteen months have a system of professional training opportunities for our staff and a benefits plan that care for needs of our staff in place.

Rationale

In a desire to be excellent in how we work, SOI needs to develop staff in their jobs as well as care for their needs as a professional employee.

Service Level

This will involve a cooperative effort by SOI leadership and board members. Staffing

The Executive Director, select Board members, and other designated leadership staff will form a staff care team that will lead this process.

Financial Resources

Both the professional develop needs and the benefit package has potential to carry a noteworthy financial cost to the organization and will need to become part of the annual budget process.

Implementation Plan

Step One: Establish a Staff Care team Step Two: Identify training programs that are available to help ensure our staff is

capable of leading the ministry in the coming years. Develop a plan that allows staff to take advantage of such opportunities on a regular basis.

Step Three: Identity options and needs for a staff benefit plan: group insurance plan, retirement plan, and Medical flexible spending account.

Step Four: Work to implement professional development plan and benefit plan by beginning of 2010-2011 fiscal year.


Part B Goal #9


SOI has a need for the ongoing spiritual development of our staff both in the US and at our international ministry sites.

Goal and Objective

Develop two main develop resources for our staff.

1. Create a discipleship curriculum for the continued edification of our staff which can then be used by staff in training at our ministry sites. The curriculum should cover foundational follow up topics for someone who recently received Christ, understanding a Biblical model of family, and leadership development topics.

2. Establish an annual staff retreat. One to be held in the United States for North American based staff, and one to be held in Africa for Uganda and Kenya based staff.

Rationale

The demands of the ministry call for staff to serve, give, and teach others and SOI needs to be intentionally building into their lives as they give away so much. SOI needs to invest in our staff’s lives spiritually so they have a resource to give out of. This will be done following a Model established in II Timothy 2:2 – teaching men who will be able to invest in the lives of others.

Service Level

This will involve a cooperative effort by SOI leadership from the U.S. and Uganda, Kenya, and Mexico.

Staffing

The Executive Director along with the leadership staff will designate team(s) to produce the discipleship curriculum and organize the retreats. All staff will be involved in the staff retreats.

Financial Resources

Minimal costs involved. The most significant cost will revolve around the retreats for travel, meals and lodging.

Implementation Plan

Curriculum o Step One: Identify the team that will begin developing the discipleship


curriculum. Will be a US based team and will include input and representation from leaders at our ministry sites.

o Step Two: The Curriculum Development Team will work together over a period of time taking gathered input and other research and creating the discipleship curriculum.

o Step Two: Once curriculum is established designated leaders will travel to each ministry locations to teach key staff at the sites who then can teach the rest of the staff ministry teams.

Retreats o Step One: Designate a retreat coordinator for the African Retreat and a

coordinator for the North American Retreat. o Step Two: Retreat coordinators will designate a retreat planning team for

both retreat locations. The teams will schedule the dates when the each staff group can be together, coordinating calendars with the Leadership Staff.

o Step Three: The Retreat Planning Teams will organize each retreat: locations, agenda, speakers, etc.

o Step Four: Establish a yearly pattern for the retreats to take place.

Date April 25, 2009

Item Number B-7 AGENDA ITEM INFORMATION Agenda Number 8-g

Job Description Proposal for Russ Carr From: Santa Barbara Board Sub-Committee


The Santa Barbara Board Sub-Committee’s report and proposal appear as an attachment.

OTHER INFORMATION

Disposition: Board Consideration

Recommendation: The board take up consideration of the report from the Santa Barbara Board Sub-Committee.

The Santa Barbara Board Members met on October 13th, 2008, to respond to Russ’ counter to our summer proposal. We have condensed Russ’ 8 points into 6. The changes that we made were in reference to “revise, complete and publish sports ministry manuals”. It is our understanding that these manuals are nearing completion and anticipate the final product at our next board meeting. Our second proposed change is with the creation of an “educational facility” in Uganda. We propose that this type of training center can occur at the Kampala for the School for the Physically Handicapped and at the Koro Good News Community Center in Gulu which is in the process of receiving an $80,000 gift for further expansion. We propose that future funds and energy that SOI has be sent to expand these existing centers and to the developing plans to construct a stateside facility in Charlotte. We ask the entire board to prayerfully consider these proposals and come to the Spring Board Meeting ready to discuss and act upon these proposals. Respectfully, Santa Barbara Board Members

Job Description for Russ Carr, President

To be proposed and voted on at the April 2009 Board Meeting

In concert with the Executive Director, the President shall:

1. Serve as an advocate, consultant, and special ambassador for SOI.

2. Share the mission, vision and needs of SOI with current and potential donors, churches, foundations, groups and others as God would lead and direct, including writing appeals and updates to supporters.

3. Encourage, assist and continue mentoring selected SOI staff in Africa to become SOM Ambassadors who will be responsible to instruct other leaders seeking an education in the fundamentals of sports ministry.

4. Continue to develop educational strategies to use sports as a viable tool of evangelism and discipleship.

5. Attend meetings, conferences and other gathers representing SOI as deemed necessary.

6. Assist with or organize special events as warranted.

Date April 25, 2009

Item Number B-8 AGENDA ITEM INFORMATION Agenda Number 10-a

Board Meeting Assessment From: Rodney Suddith, executive director


In accordance with the desire to continually enhance the role and function of the Board of Directors, each member is asked to complete the attached “Board Meeting Evaluation” document at the conclusion of the Saturday meeting.

OTHER INFORMATION

Disposition: Board Consideration

Recommendation: The Executive Director recommends completion of the Board Meeting Evaluation survey by each member.

Sports Outreach Institute Board Meeting Evaluation

Items OK Needs

ImprovementSuggestions for Improvement

The agenda was clear, supported by the necessary documents, and circulated prior to the

meeting.

All board members were prepared to discuss materials sent in advance.

Reports were clear and contained needed information.

We avoided getting into administrative/ management details.

A diversity of opinions was expressed, and issues were dealt with in a respectful manner.

The chair guided the meeting effectively.

Members participated responsibly.

Next steps were identified and responsibilities assigned.

All board members were present.

The meeting began and ended on time.

The meeting room was conducive to work.

We enjoyed being together.

BOARD OF DIRECTORS SPRING 2009 MEETING

APPENDIX ITEMS

Topic

1. Staff Position Descriptions (Item C-1)

a. International Headquarters Staff: i. Executive Director (Rodney Suddith – Administrative Duties Phase II) ii. Operations and Communications Director (Morgan Allen) iii. Administrative Director (Deborah Hallgren) iv. Assistant Administrative Director (Mary Ellen Longo) v. Administrative Staff Assistant (Vickie Alvey) vi. Ministry Programs Assistant (Kendall Bartholomew) vii. Office Assistant (Sydney Bolton)

b. Charlotte Ministry Office Staff: i. Assistant Executive Director (Dustin Swinehart) ii. Short-Term Teams Director (Sam Casey) iii. Charlotte Administrative Coordinator (Amanda Uher)

c. Monroe Office Staff: i. President (Russ Carr – Administrative Duties Phase II) ii. Assistant to the President (Sue Carr – Administrative Duties Phase II)

d. U.S. Ministry Field Staff: i. Program Development Coordinator (Don Brenneman) ii. Special Projects Coordinator (Steve Clark) iii. Compassion Ministries Coordinator (Kim Clark)

2. Ministry Staff Leadership Organizational Chart (Item C-2)

3. SOI’s By-Laws (Item C-3)

4. Narrative: SOI’s Financial Procedures (Item C-4)

5. Top Ten Considerations For Fund Raising In Turbulent Times (Item C-5)

6. Information and Contact Directories (Item C-6)

a. SOI Board of Directors b. SOI Staff

SOI BOARD MEMBERS


Russ Carr President






Ron Brenneman

Dr. Bob Bryant

George Caylor

Dr. Ken Chalfant

Kathy Clenet

Jerry Corderman

Carl Gans

Sylvia Hamilton

Dr. Rolland Jacks


Suzannah Martin

Dr. Ed Norman

Dan Ribbens

Dr. Ed Wimberly

SOI ADMINISTRATION









Date April 24-25, 2009

Item Number C-1 APPENDIX ITEM INFORMATION Appendix Number 1

Sports Outreach Institute Staff Job Descriptions From: Rodney Suddith, executive director


As information and for reference, current and updated position descriptions for Sports Outreach Staff are attached.

1. Executive Director (Rodney Suddith – Administrative Duties Phase II)

2. Operations and Communications Director (Morgan Allen)

3. Administrative Director (Deborah Hallgren)

4. Assistant Administrative Director (Mary Ellen Longo)

5. Administrative Staff Assistant (Vickie Alvey)

6. Ministry Programs Assistant (Kendall Bartholomew)

7. Office Assistant (Sydney Bolton)

8. Short-Term Teams Director (Sam Casey)

9. Charlotte Administrative Coordinator (Amanda Uher)

10. Program Development Coordinator (Don Brenneman)

11. Special Projects Coordinator (Steve Clark)

12. Compassion Ministries Coordinator (Kim Clark)

OTHER INFORMATION

Disposition: Information

[POSITION DESCRIPTION: EXECUTIVE DIRECTOR (ADMINISTRATIVE DUTIES – PHASE II] RODNEY SUDDITH

Position Description for Executive Director (Administrative Duties – Phase II) 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION EXECUTIVE DIRECTOR

(ADMINISTRATIVE DUTIES – PHASE II)

I. TITLE: Executive Director

IV. SPECIFIC RESPONSIBILITIES: Assumes oversight of all day-to-day operations of SOI. This will include but is not limited to, the following: A. FINANCIAL OVERSIGHT

1. Monthly balances 2. Payroll 3. General Fund 4. Income 5. Expenditures 6. Staff Expense Reports

B. STAFF OVERSIGHT

1. Review monthly reports, evaluate, send reports to key supporters as warranted. 2. Review all programs, project proposals. Evaluate, respond, coordinate. 3. Review job assignments, projections for future – adjust as necessary. 4. Organize staff meetings, retreats. Review Policies Handbook and update as necessary. 5. Visit each staff member once a year. Review assignments, evaluate job performance, assist as necessary. 6. Review goals, objectives and strategies of SOI. Evaluate direction and projections for the future.

C. FUNDRAISING

1. Direct Mail: Prepare monthly appeals and thank-you letters. 2. Meet with individuals, churches, foundations as needed.

D. REPORTS

1. Monthly reports/updates to the board of directors. Include fiscal report. 2. Quarterly reports to churches, foundations as required. 3. Prepare annual report for board, foundations. 4. Prepare yearly applications and supportive data to Christian Charities and foundations. 5. Prepare yearly calendar of events, programs, outreaches.

E. BOARD OF DIRECTORS SEMI-ANNUAL MEETINGS

1. Prepare agenda and coordinate board meeting booklet including minutes, treasurer’s report and other pertinent information. Provide advance copies to chairman of the board.

2. Send periodic announcements and reminders of board meeting dates, location, etc. Discuss/prepare agendas for committees. Work closely with each chairman.

3. Prepare annual budget to be presented at the Spring board meeting. Include housing allowance application/request forms. (Required to do annually by law.)

F. LEADERSHIP TEAM

1. Meet regularly with leadership team reviewing current status and addressing any issues that are of concern.

[POSITION DESCRIPTION: OPERATIONS & COMMUNICATIONS DIRECTOR] Morgan Allen

Position Description for Morgan Allen 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION OPERATIONS AND COMMUNICATIONS DIRECTOR

I. TITLE: Operations & Communications Director

II. STAFF RELATIONSHIPS AND AUTHORITY OF THE POSITION: A. Reports to the Executive Director in the staff leadership organizational chart B. Facilitate the implementation of approved ministries, program activities, and to respond to specific concerns, in

consultation with staff in respective ministry departments, and in accordance with this position description and the stated mission and core values of Sports Outreach.

C. In partnership with the Administrative Director, provide supervision and guidance to the Lynchburg Headquarters Office Staff (Asst. Administrative Director, Administrative Staff Assistant, Ministry Assistant, Office Assistant, volunteers & interns). As a member of the SOI Administrative Staff, provide guidance & feedback as necessary to U.S. Field Staff & International Ministry Staff.

III. MINISTRY PURPOSE: A. To promote the Mission and Vision of Sports Outreach Institute while providing ministry, programmatic, and

administrative guidance, leadership and support for Ministry Operations, Ministry Financial & Business Operations, and Ministry Communications / Information Technology Systems of Sports Outreach Institute in accordance with this position description and as instructed by the Executive Director.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY OPERATIONS

1. Ass i s tant to the Execut ive Dire c tor : i. Provide ministry leadership support, including support for work at our international ministry sites. ii. Support the development and maintenance of office and ministry policies and procedures. iii. Support the organization’s long, medium, and short range planning. iv. As necessary, travel to international ministry sites to support the Executive Director. v. Attend meetings of the Board of Directors as necessary or requested by the Executive Director.

2. Engage in t eam-mini s t ry wi th the ent i r e mini s t ry l i f e in vi ew: i. In tandem with the Administrative Director, assist in managing the Lynchburg Headquarters Office. ii. Assist in facilitating and coordinating various ministry events/programs and logistical circumstances. iii. Ensure communication amongst staff as necessary. iv. Maintain instructions, service contracts and servicing information for all office equipment v. Ensure that all office equipment is properly maintained and in good order, in consultation with the

Administrative Director. vi. As necessary, provide follow-up for mail, e-mail, etc. requiring staff involvement. vii. Know schedules and whereabouts of senior personnel and how to contact them in an emergency. viii. Oversee the maintenance of the master calendar(s) for SOI.

3. Suppor t Mini s t ry Trave l Arrangement s and Logi s t i c s : i. Direct the Short-Term Missions Director in organizing budget and financial logistics of short-term teams. ii. As necessary or requested, personally participate in the leadership of short-term teams. iii. Direct and coordinate staff travel logistics (board meetings, training events, development travel, etc.) iv. As necessary, respond to unforeseen circumstances to assess and resolve emergency travel situations.

4. Human Resourc e s Management i. Direct all aspects of Human Resources and Personnel Management in accordance with all applicable

federal and state statutes. ii. Ensure the maintenance of complete and up-to-date position descriptions and personnel files on all

employees. 5. Faci l i ta te var ious mini s t ry pro je c t s and as s ignment s a s nec e s sary .

[POSITION DESCRIPTION: OPERATIONS & COMMUNICATIONS DIRECTOR] Morgan Allen

Position Description for Morgan Allen 2 | P a g e

B. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY FINANCIAL & BUSINESS OPERATIONS 1. Financia l Operat ions :

i. With the Executive Director & Finance Committee organize the budget preparation process; coordinating with U.S. & International Staff in developing budget requirements/projections each fiscal year.

ii. Once budget receives board approval, oversee its implementation at the beginning of each fiscal year. iii. Monitor all financial institution accounts, provide updates, & interface with the Board of Directors

Finance Committee as required. iv. Administer SOI’s membership with the Evangelical Council for Financial Accountability. v. Review and oversee all liability, fire/theft, and other insurance policies maintained by the organization.

2. Financia l Management : i. Provide regular updates and communication to the Executive Director relating to the financial status of

the organization: changes, blessings, challenges.* ii. Serve as resource staff member to Accountant/CPA in preparation of the annual audit & IRS Form 990.* iii. Oversee QuickBooks and Giftworks Data entry; maintaining the Chart of Accounts and Class List*

3. Expense s Management : i. Review all check requisition forms and purchase order requests for approval. ii. Prepare all expense checks and accounts payable items. iii. Oversee business credit card accounts, review and record statements, and submit payment. iv. Oversee payment for services performed by contract employees. v. Review and process all expense reports from staff, consulting with the Executive Director. vi. Review and approve international Electronic Funds Transfers.

*tasks are completed collaboratively with the Administrative Director

C. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY COMMUNICATIONS & INFORMATION TECHNOLOGY 1. Market ing Communicat ions :

i. Develop, implement, and maintain SOI’s Master Annual Communications Plan. ii. Regularly evaluate the effectiveness of communication channels and implement improvements. iii. Manage external communications including the effective use of broadcast, print, direct mail, and Internet.

This speaks to the effective positioning and branding of SOI. iv. Research opportunities for SOI to be represented at appropriate conventions and conferences. v. As necessary, work with staff and outside vendors to produce promotional videos of SOI ministries as an

informational, outreach, marketing, and/or development tool. This may include oversight of on location video shooting at international ministry sites and domestic / local ministry events.

2. Print Media and Ele c t roni c Communicat ions : i. Oversee the production of all print media: layout, design, production and distribution. ii. Supervise the publications and printing process of all regularly scheduled direct mailings. iii. Oversee the management of the SportsOutreach.net web site and sub-websites, seeking new opportunities

to improve the effectiveness of Web-related communication. iv. Develop an effective means of mass email communication with donors and supporters.

3. Information Technology Sy s t ems : i. Maintain inter-office(s) communication by instituting effective e-mail, messaging & conferencing protocols.

ii. Evaluate the organization's technology use and needs and make/recommend improvements iii. Ensure that training is provided in the use of various software and equipment. iv. Stay informed of advances in technology in the geographic regions where SOI/SOM offices are located. v. Establish protocols for effective e-mail, messaging, and other electronic communication between ministry

sites and International Headquarters.

V. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES: A. Work Hours: Position is full time – 40 to 45 hours +/- per week. B. Salary Compensation As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: ADMINISTRATIVE DIRECTOR] DEBORAH HALLGREN

Position Description for Deborah Hallgren 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION ADMINISTRATIVE DIRECTOR

I. TITLE: Administrative Director

II. STAFF RELATIONSHIPS AND AUTHORITY OF THE POSITION: A. Reports to the Executive Director in the staff leadership organizational chart. B. Support the implementation of approved ministries, program activities, and to respond to specific concerns, in consultation

with staff in respective ministry departments, and in accordance with this position description and the stated mission and core values of Sports Outreach.

C. Provide supervision and guidance to the Lynchburg Headquarters Office Staff (Asst. Administrative Director, Administrative Staff Asst., Ministry Assistant, Office Assistant, volunteers & interns), in partnership with the Operations & Communications Director. As a member of the SOI Administrative Staff, provide guidance and feedback as necessary to U.S. Field Staff and International Ministry Staff.

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing ministry, programmatic, and

administrative guidance, leadership and support for Ministry Office Management, and Ministry Financial Administration of Sports Outreach Institute in accordance with this position description and as instructed by the Executive Director.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY OFFICE MANAGEMENT

1. Engage in t eam-mini s t ry wi th the ent i r e mini s t ry l i f e in vi ew: i. Prepare reports, memos, letters, and other documents or correspondence, as requested. ii. Support the development and maintenance of office and ministry policies and procedures. iii. As necessary, provide follow-up/responses for mail, e-mail, etc. iv. Provide coordination for ministry volunteers as necessary. v. Know schedules and whereabouts of senior personnel and how to contact them in an emergency. vi. Check proofs of publications/communications for errors and make necessary corrections. vii. Attend meetings of the Board of Directors as necessary or requested by the Executive Director.

2. Dire c t the func t ions and management o f the Lynchburg Headquart e r s Bus ine s s Of f i c e : i. Direct the day-to-day administration of the business office by overseeing all incoming work and

correspondence, delegating the work to appropriate individuals (inside and outside the office) and supervising the processing of the work to its satisfactory completion.

ii. Monitor, track, and follow-up on administrative staff meetings, decisions, and/or actions. iii. Coordinate the distribution of incoming correspondence, including mail, faxes and email. iv. Assist in facilitating and coordinating various programs in terms of overall calendar, weekly schedule, and

logistical circumstances. 3. Equipment and Fac i l i ty Management

i. Monitor the office facilities to ensure that it remains safe, secure, and well-maintained. ii. Support the Operations Director in his oversight of the maintenance of office equipment. iii. Vehicles: see that SOI vehicles are in running order, insured, inspected and maintained.

4. Human Resourc e s Management i. Assist the Operations Director in managing the human resources and personnel matters of the

organization. ii. Facilitate forms, files and financial arrangements for new employees.

5. Faci l i ta te var ious mini s t ry pro je c t s and as s ignment s a s nec e s sary .

[POSITION DESCRIPTION: ADMINISTRATIVE DIRECTOR] DEBORAH HALLGREN

Position Description for Deborah Hallgren 2 | P a g e

B. PROVIDE SUPPORT FOR MINISTRY FINANCIAL ADMINISTRATION

1. Financia l Management : i. Assist the Operations Director in the budget preparation process for each fiscal year. ii. Provide regular updates and communication to the Executive Director relating to the financial status of

the organization: changes, blessings, challenges.* iii. Manage the preparation and completion of Monthly Financial Reports to the Board of Directors and field

staff members. iv. Serve as resource staff member to Accountant/CPA in preparation of the annual audit & IRS Form 990.* v. Oversee preparation and completion of FICA tax payments, state tax payments, and applicable tax reports. vi. Oversee and direct the employee payroll. vii. Oversee QuickBooks & Giftworks Data entry; maintaining Chart of Accounts and Class List* viii. Maintain communication with ministry staff in Mexico assisting with financial details as necessary; review

expense requests, approve, and process. 2. Bank Account Reconc i l iat ion:

i. Review bank statements at end of each month ii. Reconcile all deposits and expenses listed on bank statements with data in QuickBooks

3. Elec t ronic Funds Trans fe r s : i. After receiving information from Executive Director, initiate quarterly/monthly/special transfers to Africa. ii. Send appropriate correspondence to the ministry staff receiving each transfer (with copies to the Executive

Director and Operations Director). iii. Notify the Operations Director once transfers are ready for review and approval. iv. Review all financial reports and accounting from African staff.

4. Donor Management : i. Supervise the overall management of the Gift Works donor database system. ii. Review incoming donor mail and online donations and ensure their timely processing. iii. Oversee annual Donation Summary sent to all calendar year donors. iv. Ensure all donations are deposited into the appropriate financial institution accounts in a timely manner.

*tasks are completed collaboratively with the Operations Director. V. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES:

A. Work Hours: Position is 35 to 40 hours +/- per week. B. Salary Compensation As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: MINISTRY ADMINISTRATIVE ASSISTANT] MARY ELLEN LONGO

Position Description for Mary Ellen Longo 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION ASSISTANT ADMINISTRATIVE DIRECTOR

I. TITLE: Assistant Administrative Director II. STAFF RELATIONSHIPS:

A. Reports jointly to the Administrative Director and Operations & Communications Director in the staff leadership organizational chart.

B. In accordance with this position description, provide some guidance and assignments to the Administrative Staff Assistant. III. MINISTRY PURPOSE:

A. To Promote the Mission and Vision of Sports Outreach Institute while providing Ministry Administrative Support for various functions of the business office of Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION:

A. MINISTRY AND ADMINISTRATIVE SUPPORT 1. Primary function will be to direct the areas of donor contribution management. 2. Collaborate with the Lynchburg Office directorial staff in developing office and administrative procedures. 3. Oversee the ordering of all office supplies: prepare needed supplies list and place orders with Quill, Staples,

Konica, and other approved vendors. 4. Oversee the Administrative Staff Assistant in the areas of printing, mail service supportm and GiftWorks

maintenance. 5. Assist with SportsBridge, interfacing with ministry partner Gleaning for the World as necessary. 6. Type and prepare correspondence and miscellaneous items as directed. 7. Assist in proof-reading correspondence and mailings. 8. Provide back-up coverage for other office staff when they are out of office. 9. Facilitate other ministry or administrative assignments as directed.

B. MANAGEMENT OF DONOR CONTRIBUTIONS 1. Open donor mail, code checks (according to class list), endorse checks, make copies and produce deposit slip. 2. Enter donations into GiftWorks (donor management software), ensuring accurate records of donor

contributions and demographic information. 3. Generate thank you letters/receipts and envelopes, put response envelopes in letters, and submit letters to

Executive Director or President to sign. Once signed, stuff, stamp, and mail letters. 4. Direct and monitor the processing of credit card and electronic check draft donations using the online

software. 5. When reviewing donor mail, check for change of address, e-mail addresses, prayer requests, outreach trip papers

and donations, any special notes or instructions. See to it that they are passed on or carried out. 6. Donor Summary: review each donation given during the month, categorize into one of the following categories

for the Donor Summary Board of Directors monthly financial report: Board, Churches, Organizations, Major Donors, Coaches Club, Donors, Outreach Trips. Once all donations are entered, totals must balance between the Donor Summary and deposit slips. Type all into Excel spread sheet.

V. POSITION COMPENSATION – WORK HOURS, SALARY:

A. Work Hours: Position is 20 hours +/- per week. B. Salary Compensation: As approved annually within the ministry organization budget

[POSITION DESCRIPTION: ADMINISTRATIVE STAFF ASSISTANT] VICKIE ALVEY

Position Description for Vickie Alvey 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION ADMINISTRATIVE STAFF ASSISTANT

I. TITLE: Administrative Staff Assistant

II. STAFF RELATIONSHIPS: A. Reports jointly to the Administrative Director and Operations & Communications Director in the staff leadership

organizational chart, while also receiving some assignments from the Assistant Administrative Director.

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing ministry Administrative Support for

various functions of the business office of Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. GENERAL OFFICE ADMINISTRATIVE SUPPORT

1. Primary function will be to provide the Lynchburg office Directorial Staff with administrative/executive assistance, therefore allowing them to focus on other areas of ministry.

2. Answer phones and greet office visitors, sign for deliveries. 3. Provide assistance in maintaining a cheerful, organized, clean and friendly atmosphere for all who enter the

office area, meeting the needs of visitors as well as staff and volunteers. 4. Maintain orderliness of office areas and storage spaces (front lobby, main office, conference room, mail room,

work room, supply area). 5. At the end of each day, check and fill all copiers, printers and fax machine with paper. 6. As necessary, support the Assistant Administrative Director in ordering office supplies. 7. Prepare reports, memos, letters, and other documents or correspondence, as requested. 8. Under the guidance of the Assistant Administrative Director provide maintenance of GiftWorks addresses:

overall data cleanup: changes, corrections and deletions of mailing list addresses. 9. Maintain office filing systems, consulting with the Administrative Director and Assistant Administrative

Director. 10. Facilitate other ministry or administrative projects as directed.

B. PRINTING AND MAIL-SERVICE SUPPORT 1. Assist in the printing and production of special flyers, brochures, and promotional pieces as requested by the

Operations and Communications Director. 2. In collaboration with the Assistant Administrative Director, keep in-house printing services for regular mailings

on schedule: i. Carrier Envelopes: mail merge from Giftworks, oversee printing ii. Response Card: print and cut iii. Newsletter: Utilize PDF format of newsletter to print to color printer. Once printed, the newsletter

must be folded. iv. Prepare direct mailings for distribution:

1. Place each printed piece and response card/response envelope into carrier envelope 2. Sort, weigh, count for bulk mail; fill out USPS form 3. Accompany for delivery to Post Office for mailing 4. Complete cost analysis document for each mailing.

V. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES: A. Work Hours: Position is 30 hours +/- per week. B. Salary Compensation: As approved annually within the ministry organization budget

[POSITION DESCRIPTION: MINISTRY PROGRAMS ASSISTANT – (INTERN POSITION)] KENDALL BARTHOLOMEW

Position Description for Kendall Bartholomew 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION MINISTRY PROGRAMS ASSISTANT – (INTERN POSITION)

I. TITLE: Ministry Programs Assistant

II. STAFF RELATIONSHIPS: A. Reports jointly to the Administrative Director and Operations & Communications Director in the staff leadership organizational

chart while various specific ministry projects may be assigned directly by the Executive Director.

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing Ministry Program Support for various

programs and activities within Sports Outreach Institute in accordance with this position description. B. Support the ongoing ministry of Sports Outreach Institute by building relationships, modeling a Christ like attitude,

assisting with ministry programs, and becoming actively involved in the ministry life of SOI.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. SPORTSBRIDGE MINISTRY (SHIPMENT OF HUMANITARIAN AID) SUPPORT

1. Coordinate the sorting and packaging of donated product to be shipped overseas for use in SOI’s international ministry programs.

2. Maintain a system of accurate record keeping of all items packaged. 3. Assist in recruiting volunteers to participate in the Sportsbridge ministry. 4. Interface with Sportsbridge ministry partner Gleaning for the World as necessary.

B. COMMUNITY OUTREACH AND LOCAL MINISTRY COORDINATION 1. Identify unmet needs in the Lynchburg and surrounding community, where there are appropriate opportunities for

SOI to respond. 2. Partnering with local churches or other organizations, conduct specific community events for outreach awareness. 3. Assist churches in developing sports ministry programs by providing training and help with special projects such

as Kids Games and other outreach programs. This may entail meeting with pastors, youth leaders and lay leaders. 4. Personally set an example of loving and serving others while helping provide evangelistic outreach opportunities to

youth, their friends, their families, and other community members. 5. Help identify, recruit, and train talented volunteers to work as part of the community outreach / local ministry.

C. MINISTRY EVENT SUPPORT 1. Assist with coordination and organization of ministry/outreach meetings and events approved by the

Administrative Director, Operations Director, or the Executive Director. 2. Participate in approved ministry events as negotiated – both locally & within SOI’s international ministries.

D. GENERAL MINISTRY SUPPORT 1. Assist with daily office tasks including copying, filing, running errands, etc. 2. Assist with making phone calls, newsletters, in-house printing, typing projects, etc. when assigned 3. Meet regularly with SOI’s Administrative Ministry Staff – ask questions, seek leadership, and learn. 4. Spend regular time in personal Bible study/devotion to maintain your own personal spiritual growth.

E. FACILITATE OTHER MINISTRY OR ADMINISTRATIVE PROJECTS AS DIRECTED.

V. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES: A. As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: OFFICE ASSISTANT] Sydney Bolton

Position Description for Sydney Bolton 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION OFFICE ASSISTANT

I. TITLE: Office Assistant II. STAFF RELATIONSHIPS:

A. Reports jointly to the Administrative Director and Operations & Communications Director in the staff leadership organizational chart

III. MINISTRY PURPOSE:

A. To Promote the Mission and Vision of Sports Outreach Institute while providing support to the administrative staff relating to the various functions of the business office of Sports Outreach Institute in accordance with this position description.

IV. TALENTS / SKILLS / QUALIFICATIONS REQUIRED:

A. Clerical Skills; Pleasant phone manner; proficient in basic computer knowledge; organizational skills B. Dependable; Discreet; Professional; Friendly, Good level of responsibility, reliability, and punctuality. C. Appropriate and professional behavior at all times.

V. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION:

A. GENERAL OFFICE ADMINISTRATIVE SUPPORT 1. As necessary, perform basic receptionist duties: receive, screen, and direct incoming calls and take messages

when appropriate and distribute to the appropriate person in a timely manner; welcome on-site visitors, determine nature of visit, and direct them to the appropriate staff member.

2. Data entry in GiftWorks and QuickBooks, continuing to be knowledgeable in both programs. 3. Assist with typing, photocopying, mailing, phoning and other administrative needs such as filing, letters, e-mail,

web site upkeep. 4. Assist with additional duties and perform other tasks as requested

VI. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES:

A. Work Hours: Position is 10 – 15 hours per week. B. Salary Compensation: As approved annually within the ministry organization budget C. Work Schedule: As negotiated with the Administrative Director

[POSITION DESCRIPTION: SHORT TERM TEAMS DIRECTOR] Sam Casey

1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION SHORT TERM TEAMS DIRECTOR

I. TITLE: Short Term Teams Director

II. STAFF RELATIONSHIPS AND AUTHORITY OF THE POSITION: A. Reports to the Executive Director in the staff leadership organizational chart B. Support the implementation of approved ministries, program activities, and to respond to specific concerns, in

consultation with staff in respective ministry departments, and in accordance with this position description and the stated mission and core values of Sports Outreach.

C. In consultation with the Assistant Executive Director, oversee the Charlotte Office Staff. As necessary, provide guidance and feedback to U.S. Field Staff and International Ministry Staff.

D. Maintain close working relationships with other SOI Staff members: Administrative Director and Operations & Communications Director (Administrative Staff – Lynchburg Headquarters Office); Associate Executive Director (Ministry Staff – Charlotte Ministry Office).

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing ministry, programmatic, and

administrative guidance, leadership and support for Ministry Travel and Short Term Mission Teams and Ministry Development of Sports Outreach Institute in accordance with this position description and as instructed by the Executive Director.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. PROVIDE GUIDANCE AND DIRECTION FOR MINISTRY TRAVEL AND SHORT-TERM MISSION TEAMS

1. Team and Trip Organizat ion and Logi s t i c s : i. Direct the coordination of short-term teams, both domestically and internationally. ii. As necessary, personally participate in the leadership of teams. iii. Provide support to other SOI staff leading short-term teams. iv. Ensure that appropriate safety and security measures are in place for SOI’s short-term missions. v. For all short-term mission teams: develop itineraries, budgets, and information packets for team

members. vi. Oversee expenses and ensure adherence to team budgets, with the Operations Director. vii. Work with team organizations (Churches, Sports Teams, Schools, etc.) and SOI staff to arrange for

distribution and collection of necessary forms and payment of fees. viii. Support the development and maintenance of Short-Term Team ministry policies and procedures.

2. Minis t ry Trave l Arrangements : i. Serve as coordinator, principle contact person, and resolve issues for all short-term team travel

matters. ii. Work with international ministry staff to make all travel arrangements for teams while on the field in

country (housing, ground transportation, etc). iii. Respond to unforeseen circumstances to assess and resolve emergency travel situations while utilizing

and maintaining SOI’s Crisis Management Manual, in consultation with the Operations Director. iv. Keep abreast of current conditions and trends in the travel market, monitoring potential security

issues and proactively seeking opportunities to affect further cost savings. B. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY DEVELOPMENT

1. Market ing , Deve lopment , and Fundrai s ing i. Conduct, cultivate and bring to fruition support for the mission of Sports Outreach Institute from

individuals, corporations, churches, foundations and other entities.

[POSITION DESCRIPTION: SHORT TERM TEAMS DIRECTOR] Sam Casey

2 | P a g e

ii. Collaborate with the Operations & Communications Director to assist in developing donor-focused content for various publications and the ministry’s website(s).

iii. Serve as Charlotte-based media relations liaison for SOI and as necessary, assist in the implementation of a publicity plans for ministry activities.

iv. In coordination with the administrative/leadership staff, create and maintain interaction with current, new and potential grant-giving organizations and individuals.

v. Coordinate marketing and promotion of the ministry to special groups, including but not limited to local churches, business, schools, and organizations.

vi. Target participation with community based organizations that results in increased positive visibility for and understanding of our organization.

vii. Act as the liaison for community-based organizations in the Charlotte region interested in partnering or collaborating with SOI.

viii. Provide prompt responses to requests from the Charlotte region for public information about the ministry.

ix. Consult publications to learn about conventions and conferences in the Charlotte Region where SOI might be represented.

x. In consultation with the Operations & Communications Director and other Charlotte staff members, manage communications originating from the Charlotte Ministry Office including: print media, and the development of promotional videos.

2. Engage in t eam-mini s t ry with the ent i r e mini s t ry l i f e in view: i. Provide ministry leadership support, including support for work at our international ministry sites. ii. As necessary, travel to international ministry sites to support the executive staff. iii. Assist the organization in staying aware of missions’ developments, especially relating to SOI’s

specific programmatic and geographic areas of ministry. iv. Support the organization’s long, medium, and short range planning. v. Attend meetings of the Board of Directors as necessary or requested by the Executive Director. vi. Assist in facilitating and coordinating various ministry events/programs and logistical circumstances. vii. Provide support in budget preparation in areas under the oversight of this position. viii. Facilitate other various ministry projects and assignments as necessary.

V. POSITION COMPENSATION – WORK HOURS, SALARY: A. Work Hours: Position is full time – 40 to 45 hours +/- per week. B. Salary Compensation As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: CHARLOTTE ADMINISTRATIVE COORDINATOR] AMANDA UHER

Position Description for Amanda Uher 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION CHARLOTTE ADMINISTRATIVE COORDINATOR

I. TITLE: Charlotte Administrative Coordinator

II. STAFF RELATIONSHIPS: A. Reports jointly to the Charlotte-based Ministry Staff in the staff leadership organizational chart

Associate Executive Director and Short-Term Teams Director B. Maintain close working relationships with other members of the SOI Staff:

Administrative Director and Operations & Communications Director (Administrative Staff – Lynchburg Headquarters Office);

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing Ministry Administrative

Support for various functions of the Charlotte-based ministry of Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. MINISTRY AND ADMINISTRATIVE SUPPORT

1. Engage in t eam-mini s t ry with the ent i r e mini s t ry l i f e in view: i. Prepare reports, memos, letters, and other documents or correspondence, as requested. ii. As necessary, provide follow-up/responses for mail, e-mail, etc. iii. Provide coordination for ministry volunteers as necessary. iv. Know schedules and whereabouts of senior Charlotte-based personnel and how to contact them. v. Assist in facilitating and coordinating various programs in terms of overall calendar, weekly

schedule, and logistical circumstances. vi. Assist in ensuring ongoing and appropriate communication between the Charlotte Ministry Office

and the Lynchburg Headquarters Office. 2. General Of f i c e Support :

i. Perform basic receptionist duties: receive, screen, and direct incoming calls and take messages when appropriate and distribute to the appropriate person in a timely manner; welcome on-site visitors, determine nature of visit, and direct them to the appropriate staff member.

ii. Assist with typing, photocopying, mailing, phoning and other administrative needs such as filing, letters, e-mail, web site upkeep.

iii. Sign for UPS/Fed Ex/DHL packages. iv. Make and/or return phone calls as appropriate, usually per request. v. Oversee the ordering of supplies for the Charlotte office in conjunction with the Assistant

Administrative Director: prepare needed supplies list and place orders with Quill, Staples, and other approved vendors.

vi. Assist in the production of special flyers, brochures, and promotional pieces as directed. vii. Support the Short-Term Teams Director in ongoing communication with team participants and

other coordination of trip details as requested. 3. Faci l i tat e o ther mini s t ry or adminis t rat ive as s ignments as dir e c t ed .

V. POSITION COMPENSATION – WORK HOURS, SALARY: A. Work Hours: Position is 20 hours +/- per week. B. Salary Compensation: As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: PROGRAM DEVELOPMENT COORDINATOR] DON BRENNEMAN

Position Description for Don Brenneman 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION PROGRAM DEVELOPMENT COORDINATOR

I. TITLE: Program Development Coordinator

II. STAFF RELATIONSHIPS: A. Reports to the Executive Director in the staff leadership organizational chart B. In addition to the Executive Director, maintain close working relationships with other SOI Staff members:

Administrative Director and Operations & Communications Director (Administrative Staff – Lynchburg Headquarters Office); Associate Executive Director and Short-Term Teams Director (Ministry Staff – Charlotte Ministry Office).

III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing Program Development, Fundraising,

and Community Relations support for various programs and activities within Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. MINISTRY PROGRAM DEVELOPMENT

1. Assists in developing, planning, implementing, and administering goals and objectives of assigned program/ministry areas.

2. Develop collaborative relationships with organizations and individuals within the direction of forming of new ministry programs.

3. As warranted, travel to SOI ministry sites to assist the national staff in program/ministry implementation. 4. Assist in developing donor-focused content for various publications and the ministry’s website(s). 5. Monitor assigned Sports Outreach ministries and programs and recommend additions, changes, deletions to keep

program/ministry current. 6. Provide prompt responses to requests for public information about the ministry.

B. FUNDRAISING AND COMMUNITY RELATIONS 1. Conduct, cultivate and bring to fruition support for the mission of Sports Outreach Institute from individuals,

corporations, churches, foundations and other entities in the Northwest region. 2. Coordinate marketing and promotion of the ministry to special groups, including, but not limited to, local

churches, business, schools, and organizations. 3. In consultation with the Executive Director and other directorial staff, prepare assigned grant proposals and

complete all follow-up reports as required. 4. In coordination with the SOI Directorial Staff, build and sustain relationships with current, new and potential grant-

giving organizations and individuals. 5. Represent the ministry publicly at meetings and other activities as required/directed. 6. Target participation with community based organizations that results in increased positive visibility for and

understanding of SOI. 7. Compile and coordinate materials for various special events and programs. 8. Promote, coordinate and organize community events and fundraisers within the local area.

C. FACILITATE OTHER MINISTRY OR ADMINISTRATIVE PROJECTS AS ASSIGNED BY THE EXECUTIVE DIRECTOR. 1. As necessary, coordinate the West Coast Sportsbridge Ministry. 2. As assigned, participate in special events or projects of the ministry. 3. Submit written monthly reports of all ministry activities to the Lynchburg Headquarters Office.

V. POSITION COMPENSATION – WORK HOURS, SALARY: A. Work Hours: Position is full time – 40 to 45 hours +/- per week. B. Salary Compensation: As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: SPECIAL PROJECTS COORDINATOR] STEVE CLARK

Position Description for Steve Clark 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION SPECIAL PROJECTS COORDINATOR

I. TITLE: Special Projects Coordinator



III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing support for Special Projects within

Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. COORDINATION OF SPECIAL PROJECTS, EVENTS, AND PROGRAMS

1. Coordinate planning, set-up, running of, and break-down of assigned special programs or events. 2. In coordination with the Operations & Communications Director, act as liaison to public for special event

information. 3. Coordinate photography or videography documentation of special events when needed. 4. Assist with cultivation of new community partners for SOI sponsored programs, projects, or events. 5. Process, write, and edit project information and updates in a compelling manner for the SOI website, e-mails,

letters and brochures. 6. Prepare materials to explain and advertise assigned projects or programs to participants and other organizations. 7. Coordinate and write text for web features for SportsOutreach.net, as assigned or requested. 8. Implement new events/programs as directed. 9. Conduct related special research studies; prepare clear, concise recommendations and reports. 10. Travel when requested to represent SOI at conferences and/or other events.

B. FACILITATE OTHER MINISTRY OR ADMINISTRATIVE PROJECTS AS ASSIGNED BY THE EXECUTIVE DIRECTOR. 1. Submit written monthly reports of all ministry activities to the Lynchburg Headquarters Office.

V. POSITION COMPENSATION – WORK HOURS, SALARY, AND EXPENSES: A. As approved annually within the ministry organization budget.

[POSITION DESCRIPTION: COMPASSION MINISTRY COORDINATOR] KIM CLARK

Position Description for Kim Clark 1 | P a g e

SPORTS OUTREACH INSTITUTE POSITION DESCRIPTION COMPASSION MINISTRY COORDINATOR

I. TITLE: Compassion Ministry Coordinator



III. MINISTRY PURPOSE: A. To Promote the Mission and Vision of Sports Outreach Institute while providing Compassion Ministry Support for

various programs and activities within Sports Outreach Institute in accordance with this position description.

IV. SPECIFIC RESPONSIBILITIES AND DUTIES OF THE POSITION: A. COORDINATION OF COMPASSION AND PRAYER MINISTRIES

1. Identify special needs of staff, supporters, and those to whom SOI ministers. 2. Send letters and/or cards as a means of encouragement to supporters in response to their requests. 3. E-mail all staff (and other individuals as directed) the monthly prayer and praise chart compiled from information

received from our ministry supporters or staff. 4. Be a prayer warrior for staff and supporters. 5. Stay in touch with women staff members here and abroad and occasionally staff couples with an uplifting note. 6. Working with appropriate ministry staff, develop strategies and tools to facilitate opportunities for churches to

pray for SOI and those whom we minister to. 7. When possible, share prayer requests and answers to prayer while maintaining appropriate confidentialities. 8. Research various resources on prayer for staff members and prayer groups as requested.

B. FACILITATE OTHER MINISTRY OR ADMINISTRATIVE PROJECTS AS REQUESTED.

V. POSITION COMPENSATION – WORK HOURS, SALARY: A. As approved annually within the ministry organization budget.



Sports Outreach Institute Ministry Staff Leadership Organizational Chart From: Rodney Suddith, executive director


As information and for reference, a current and updated staff leadership organizational chart is attached.

OTHER INFORMATION


Sports Outreach Insitute Board of Directors

Executive Director (Rodney Suddith)

Assistant to the President(Sue Carr)

Administrative Assistant(Alyssa Upole)

SportS outreach InSItute LeaderShIp organIzatIonaL chart

Operations & Communications Director

(Morgan Allen)

AdministrativeDirector

(Deborah Hallgren)

Monroe Office

Lynchburg Headquarters Office

Jesus Christ

President and Founder (Russ Carr)

AssistantExecutive Director(Dustin Swinehart)

Short-TermTeams Director

(Sam Casey)

SOM Uganda(Governance Board)

SOM Kenya(Franklin Shelimba)

SOI Mexico(Tim & Barb

Wood)

International Ministries

SOM Kampala Ministry Staff

SOM Nairobi Ministry Staff

SOI Mexico Ministry Staff

SOM Gulu Ministry Staff

Assistant Admin. Director(Mary E. Longo)

Admin. Staff Assistant

(Vickie Alvey)

CharlotteAdmin

Coordinator(Amanda Uher)

CharlotteLocal Ministry

Coordinator(CC Reynolds)

Interns and Volunteers

Office Assistant(Sydney Bolton)

Ministry Programs Asst.(Kendall Bartholomew)

Special Projects Coordinator(Steve Clark)

Program Development Coordinator

(Don Brenneman)

U.S. Field Staff

Camp Development Coordinator(Steve Long)

Compassion Ministry Coordinator (Kim Clark)

Charlotte Ministry Office



Sports Outreach Institute By-Laws From: Rodney Suddith, executive director


As information and for reference the Sports Outreach Institute By-Laws appear as an attachment. The by-laws were last revised at the Fall Board Meeting in 2007.

OTHER INFORMATION


Sports Outreach Institute, Inc. Bylaws Article I Name and Offices 1. Name. The name of the Corporation is Sports Outreach Institute, Inc. 2. Offices. The International Headquarters of the Corporation shall be located at 2700 Langhorne Road, Lynchburg, Virginia 24503 with a branch office at 137 Shadow Oaks Drive, Amherst, Virginia 24521. Article II Members and Meetings of Members 1. Membership. The members of the Corporation shall consist of the initial director and such other persons who may be elected by vote of a majority of all of the members of the Corporation at any semi-annual or special meeting of the members. There shall be only one class of members which shall be designated Αmembers.≅ 2. Right of Members. Every member shall have one vote at all meetings of the membership of the Corporation. No member shall be entitled to share in the distribution of the corporate assets upon the dissolution of the Corporation. 3. Resignation of Members. Any member may resign from the corporation by submitting a written resignation to the president, chairman or secretary of the board of directors. The board of directors will act upon the resignation at the next board of directors meeting. 4. Semi-annual Meetings. The semi-annual meetings of the members of the Corporation shall be held at a place determined by the Board of Directors during the spring and fall of each year, for the purpose of electing Directors, and for the transaction of such other business as may properly come before the meeting. 5. Notice of Semi-annual Meetings. Notice of the time, place and purpose or purposes of the semi-annual meetings shall be served, either personally or by mail, not less than ten nor more than 60 days before the meeting upon each person who appears upon the books of the Corporation as a member, and if mailed, such notice shall be directed to the member at his address as it appears on the books of the Corporation, unless he shall have filed with the Secretary of the Corporation a written request that notices intended for him be mailed to some other address, in which case it shall be mailed to the address designated in such request. 6. Special Meetings. Special meetings of the members, other than those regulated by statute, may be called at any time by the President or Chairman or by more than one-half of the then Directors and must be called by the President, Chairman or Secretary on receipt of the written request of one-third of the members of the Corporation.

7. Notice of Special Meetings. Notice of a special meeting stating the time, place and purpose or purposes thereof shall be served, either personally or by mail upon each member residing within the United States, not less than five nor more than 40 days before such meeting, and, if mailed, such notice shall be directed to the member at his address as it appears on the books of the Corporation, unless he shall have filed with the Secretary of the Corporation a written request that notices intended for him be mailed to some other address, in which case it shall be mailed to the address designated in such request. 8. Quorum. At any meeting of the members of the Corporation the presence of one-half of the members in person or by proxy shall be necessary to constitute a quorum for all purposes except as otherwise provided by law, and the act of a majority of the members present at any meeting at which there is a quorum shall be the act of the full membership except as may be otherwise specifically provided by statute or by these Bylaws. In the absence of a quorum, or when a quorum is present, a meeting may be adjourned from time to time by vote of a majority of the members present in person or by proxy, without notice other than by announcement at the meeting and without further notice to any absent member. At any adjourned meeting at which a quorum shall be present, any business may be transacted which might have been transacted at the meeting as originally notified. 9. Voting. At every meeting of members each member shall be entitled to vote in person, or by proxy duly appointed by instrument in writing which is subscribed by such member and which bears a date not more than 11 months prior to such meeting, unless such instrument provides for a longer period. Each member of the Corporation shall be entitled to one vote. The vote for Directors and, upon the demand of any member, the vote upon any question before meeting, shall be by ballot. All elections shall be had and all questions decided by a majority vote of the persons present in person or by proxy. 10. Waiver of Notice. Whenever under the provisions of any law or under the provisions of the Certificate of Incorporation or by laws of this Corporation, the Corporation or the Board of Directors or any committee thereof is authorized to take any action after notice to the members of the Corporation or after the lapse of any period of time, if at any time before or after such action be completed, such requirements be waived in writing by the person or persons entitled to such notice or entitled to participate in the action to be taken or by his attorney there unto authorized. 11. Removal of Members, Directors or Officers. Any member, director or officer may be removed from membership or from office by the affirmative vote of two-thirds of the full membership, registered either in person or by proxy, at any regular or special meeting called for that purpose, for conduct detrimental to the interest of the Corporation, for lack of sympathy with its objectives, or for refusal to render reasonable assistance in carrying out its purposes. Any such member, officer or Director proposed to be removed shall be entitled to at least five days notice in writing by mail of the meeting at which such removal is to be voted upon and shall be entitled to appear before and be heard at such meeting. SOI directors unable to attend the semi-annual board of directors meetings for a period of 2 years will cease to be directors and will be invited to be placed on the SOI Board of Reference. This

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proposal is not retroactive; it will take effect as of the Spring board meeting 2003. Article III Directors 1. Election. The business and property of the Corporation shall be managed and controlled by a Board of Directors, who shall be elected annually by the members to hold office until the next Spring semi-annual meeting of the members or until the election and qualification of the respective successors, except as hereinafter provided for filling vacancies. The Directors must be members of the Corporation and shall be chosen by ballot at such meeting by a majority of the votes of the members, voting either in person or by proxy. 2. Number. The number of the Directors of the Corporation shall be not more than 25 and not less than 5. 3. Resignation. Any member may resign from the corporation by submitting a written resignation to the president, chairman or secretary of the board of directors. The board of directors will act upon the resignation at the next board of directors meeting. 4. Vacancies. Any vacancy in the board of Directors occurring during the year, including a vacancy created by an increase in the number of Directors made by the board of Directors, may be filled for the unexpired portion of the term by the Directors then serving, although less than a quorum, by affirmative vote of the majority thereof. Any Director so elected by the Board of Directors shall hold office until the next succeeding Spring semi-annual meeting of the members of the Corporation or until the election and qualification of his successor. 5. Spring Semi-annual Meeting. Immediately after each annual election the newly elected Directors may meet forthwith for the purpose of organization, the election of officers, and the transaction of other business, and, if a quorum of the Directors be present, no prior notice of such meeting shall be required to be given. 6. Special Meetings. Special meetings of the Board of Directors may be called by the president or Chairman and must be called by either of them on the written request of any three members of the Board. 7. Notice of Meetings. Notice of all Directors= meetings, except as herein otherwise provided, shall be given by mailing the same at least three days before the meeting to the usual business or residence address of the Director, but such notice may be waived by any Director. Regular meetings of the Board of Directors may be held without notice at such time and place as shall be determined by the Board. Any business may be transacted at any Directors= meeting. At any meeting at which every Director shall be present, even though without any notice or waiver thereof, any business may be transacted. 8. Chairman. At all meetings of the Board of Directors, the President or Chairman of the board, or in their absence, a vice chairman chosen by the Directors present, shall preside.

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9. Quorum. At all meetings of the Board of Directors, a majority of the Directors shall be necessary and sufficient to constitute a quorum for the transaction of business and the act of a majority of the Directors present at any meeting at which there is a quorum shall be the act of the Board of Directors, except as may be otherwise specifically provided by statute or by these Bylaws. If at any meeting there is less than a quorum present, a majority of those present may adjourn the meeting from time to time without further notice to any absent Director, and any take such other and further action as is provided in Article II, Section 4, of these Bylaws. 10. Contracts and Services. The Directors and officers of the Corporation may be interested directly or indirectly in any contract relating to or incidental to the operations conducted by the Corporation, and may freely make contracts, enter into transactions, or otherwise act for and on behalf of the Corporation, notwithstanding that they may also be acting as individuals, or as trustees of trusts, or as agents for other persons or corporations, or may be interested in the same matters as directors or otherwise; provided, however, that any such contract, transaction, or acts on behalf of the Corporation in a matter in which the Directors or officers are personally interested as directors or otherwise, shall be at arm=s length and not violative of the proscriptions in the Certificate of Incorporation against the Corporation=s use or application of its funds for private benefit; and provided further that no contract, transaction, or act shall be taken on behalf of the Corporation if such contract, transaction, or act is a prohibited transaction or would result in the denial of the tax exemption under 501 (c) (3) of 509 (a) (1) and 170 (b) (1) (A) (vi) of the Internal Revenue Code and its regulations as they now exist or as they may hereafter be amended. In no event, however, shall any person or other entity dealing with the Directors or officers be obligated to inquire into the authority of the Directors and officers to enter into and consummate any contract, transaction, or other action. 11. Compensation. Directors shall not receive any stated salary for their services as such. The Board of Directors shall have power in its discretion to contract for and to pay Directors rendering unusual or exceptional services to the Corporation, special compensation appropriate to the value of such services. 12. Powers. All the corporate powers, except such as others provided for in these Bylaws and in the laws of the State of Virginia, shall be and are hereby vested in and shall be exercised by the Board of Directors. The Board of Directors may by general resolution delegate to committees of their own number, or to officers of the Corporation, such powers as they may see fit. 13. Duties. The Board of Directors, pursuant to the Virginia Non-Stock Corporation Act shall present to the annual meeting of members a report, verified by the president and Treasurer or by a majority of the Directors, showing in appropriate detail the following: (a) the assets and liabilities of the Corporation as of the end of the fiscal year immediately preceding the annual meeting, which shall be not more than four months prior to such meeting; (b) the principal changes in assets and liabilities during the year immediately preceding the date of the report; (c) the revenue or receipts of the Corporation for the year immediately preceding the date of the report; (d) the expenses of disbursements of the Corporation during the year immediately preceding the date of the report; (e) the number of members of the Corporation as of the date of the report, together with a statement of increase or decrease in such number during the year

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immediately preceding the date of the report, and a statement of the place where the names and addresses of the current members may be found. The annual report of the Directors shall be filed with the records of the Corporation and an abstract thereof entered in the minutes of the proceedings of the annual meeting of members. Article IV Officers 1. Number. The officers of the Corporation shall be President, Chairman, Vice Chairman, Secretary, Treasurer, and such other officers with such powers and duties not inconsistent with these Bylaws as may be appointed and determined by the Board of Directors. Any two offices, except those of President and Secretary, may be held by the same person. 2. Election, Term of Office and Qualification. The President shall be elected annually by the Board of Directors from among their number, and the other officers shall be elected annually by the Board of Directors from among such persons as the Board of Directors may see fit, at the first meeting of the Board of Directors after the annual meeting of members of the Corporation. 3. Vacancies. In case any office of the Corporation becomes vacant by death, resignation, retirement, disqualification, or any other cause, the majority of the Directors then in office, although less than a quorum, may elect an officer to fill such vacancy, and the officer so elected shall hold office and serve until the first meeting of the Board of Directors after the annual meeting of members next succeeding and until the election and qualification of his successor. 4. President. The President or Executive Director shall preside at all meetings of staff members. The President and/or Chairman shall preside at all meetings of the Board of Directors. The President shall have and exercise general charge and supervision of the affairs of the Corporation and shall do and perform such other duties as may be assigned to him by the Board of Directors; this includes overseeing the financial matters of the organization. In cases where the President or Chairman (see #5 below) is unable to perform the duties of President, the Board of Directors may authorize the Executive Director to assume such duties of the President as are critical to the functioning of the organization until such time as the Board of Directors can rectify any situation that requires their attention and review. 5. Chairman. At the request of the President, or in the event of his absence or disability, the Chairman shall perform the duties and possess and exercise the powers of the President; and to the extent authorized by law the Chairman shall have such other powers as the Board of Directors may determine, and shall perform such other duties as may be assigned to him by the Board of Directors. The Vice Chairman shall perform the duties of the chairman in the event the chairman is unable to conduct his/her responsibilities due to illness or other factors. 6. Secretary. The Secretary shall have charge of such books, documents, and papers as the Board of Directors may determine and shall have the custody of the corporate seal at such time as one is obtained. He shall attend and keep the minutes of all the meetings of the Board of Directors and members of the Corporation. He shall keep a record, containing the names, alphabetically arranged, of all persons who are members of the Corporation, showing their places

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of residence, and such book shall be open for inspection as prescribed by law. He may sign with the president or Chairman, in the name and on behalf of the Corporation, any contracts or agreements, authorized by the Board of Directors, and he may affix the seal of the Corporation. He shall, in general, perform all duties incident to the office of secretary, subject to the control of the Board of Directors, and shall do and perform such other duties as may be assigned to him by the Board of Directors. 7. Treasurer. The Treasurer, along with the president, shall have the custody of all funds, property, and securities of the Corporation, subject to such regulations as may be imposed by the Board of Directors. He may be required to give bond for the faithful performance of his duties, in such sum and with such sureties as the Board of Directors may require. When necessary or proper he may endorse on behalf of the Corporation for collection checks, notes, and other obligations, and shall deposit the same to the credit of the Corporation at such bank or banks or depository as the Board of Directors may designate. He, the President, the Executive Director and Finance Director, shall sign all receipts and vouchers together with such other officer or officers, if any, as shall be designated by the Board of Directors. He, the President, the Executive Director, and other administrative officers or board members deemed appropriate by the administration or Board of Directors shall individually or in tandem sign all checks issued by the Corporation. He, the President, the Executive Director, the Finance Director and any such officers designated by the board of directors shall oversee all bills of exchange and promissory notes issued by the Corporation, except in cases where the signing and execution thereof shall be expressly designated by the Board of Directors by these Bylaws to some other officer or agent of the Corporation. He, the president, or the executive director shall make such payments as may be necessary or proper to be made on behalf of the Corporation. He, the president, the executive director and the director of finance shall enter regularly on the books of the Corporation to be kept by them for the purpose of full and accurate account of all moneys and obligations received and paid or incurred by them for or on account of the Corporation, and they shall exhibit such books at all reasonable times to any Director or member on application at the offices of the Corporation. He shall, in general, perform all the duties incident to the office of treasurer, subject to the control of the Board of Directors. No loans or borrowing of money shall be entered into on behalf of the corporation without the expressed written approval of 2/3 of the members of the board of directors. 8. Removal. Any officer may be removed from office by the affirmative vote of two-thirds of all of the Directors at any regular or special meeting called for that purpose, for nonfeasance, malfeasance, or misfeasance, for conduct detrimental to the interests of the Corporation, for lack of sympathy with its objectives or for refusal to render reasonable assistance in carrying out its purposes. Any office proposed to be removed shall be entitled to at least five days= notice in writing by mail of the meeting of the Board of Directors at which such removal is to be voted upon and shall be entitled to appear before and be heard by the Board of Directors at such meeting.

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Article V Agents and Representatives

The Board of Directors may appoint such agents and representatives of the Corporation with such power and to perform such acts or duties on behalf of the Corporation as the Board of Directors may see fit, so far as may be consistent with these Bylaws, to the extent authorized or permitted by law. Article VI Contracts The Board of Directors, except as in these Bylaws otherwise provided, may authorize any officer or agent to enter into any contract or execute and deliver any instrument in the name of or on behalf of the Corporation, and such authority may be general or confined to a specific instance; and unless so authorized by the Board of Directors, no officer, agent or employee shall have any power or authority to bind the Corporation by any contract or engagement, or to pledge its credit, or render it liable pecuniarily for any purpose or to any amount. Article VII Prohibition Against Sharing in Corporation Earnings No member, Director, officer or employee of or member of a committee of or person connected with the Corporation, or any other private individual shall receive at any time any of the net earnings or pecuniary profit from the operations of the Corporation, provided that this shall not prevent the payment of any such person of such reasonable compensation for services rendered to or for the Corporation in effecting any of its purposes as shall be fixed by the Board of Directors; and no such person or persons shall be entitled to share in the distribution of any of the corporate assets upon the dissolution of the Corporation. All members of the Corporation shall be deemed to have expressly consented and agreed that upon such dissolution or winding up of the affairs of the Corporation, whether voluntary or involuntary, the assets of the Corporation, after all debts have been satisfied, then remaining in the hands of the Board of Directors shall be distributed, transferred, conveyed, delivered, and paid over, in such amounts as the Board of Directors may determine or as may be determined by a court of competent jurisdiction upon application of the Board of Directors, exclusively to charitable, religious, scientific, testing for public safety, literary, or educational organizations which would then qualify under the provisions of 501(c) (3) of the Internal Revenue Code and its Regulations as they now exist or as they may hereafter be amended.

Article VIII Amendments 1. By Directors. The Board of Directors shall have the power to make, alter, amend, and repeal the Bylaws of the Corporation by affirmative vote of a majority of the Board, provided, however, that the action is proposed at a regular or special meeting of the Board and adopted at a subsequent regular meeting, except as otherwise provided by law. All Bylaws made by the Directors may be altered, amended, or repealed by the members.

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2. By Members. The Bylaws may be altered, amended, or repealed at any meeting of members of the Corporation by a majority vote of all members, represented either in person or by proxy, provided that the proposed action is inserted in the notice of such meeting. Article IX Exempt Activities Notwithstanding any other provision of these Bylaws, no member, Director, officer, employee or representative of this Corporation shall take any action or carry on any activity by or on behalf of the Corporation not permitted to be taken or carried on by an organization exempt under 501(3) (c) of the Internal Revenue Code and its Regulations as they now exist or as they may hereafter be amended, or by an organization contributions to which are deductible under 170 (b) (1) (A) (vi) of such Code and Regulations as they now exist or as they may hereafter be amended. Dated this ______date of _________, 19__

Revised: 9-29-07



Narrative: SOI’s Financial Procedures From: Deborah Hallgren, administrative director



As information and for reference, the SOI Administrative (Finance) staff has prepared a written narrative giving background into some of SOI’s current financial management practices and procedures.

OTHER INFORMATION


Page 1 of 2

Narrative: SOI financial procedures Moving to Nonprofit QuickBooks forced us to examine and realign the numbering system to better track and identify expenditures of programs in the four major ministry areas: Mexico; Gulu, UG; Kampala, UG; and Nairobi, Kenya. In the past, information was difficult to gather when pointed questions on expenditures and practice were asked. We researched “best practices” and brought them to the table. As we proceeded in transferring funds to new account numbers we basically left them in tack (mostly in what would be program type accounts) then began to charge ministry areas rather than the program. The idea was to see true expenditures clearly and identify need and underfunded areas, then move funds to cover them or strategize fundraising. Over and over, armed with the experience of a number of trips to ministry sights as well as basic fundamental premises, Morgan kept us on track. Once we understood and applied the defined process, we were able to move through the basic bookkeeping activities more effectively. Having afternoon help (local high school girl) has kept us on target with data entry as well as afforded quality time to train Lorraine Lee’s replacement (Mary Ellen Longo) with new duties of processing donations and receipts (prior to this, Mary Ellen handled the printing and mailing of the newsletter). With confidence that Morgan was continually reviewing our process and using the information resources of R. L Bailey for payroll and Andy Morse for tough questions, I finally felt I could begin to turn my attention to the challenge of reading the African reports to gain a deeper understanding of the work carried out by SOI’s people on the ground. As Morgan and I worked through the budget with the new number format and armed with a few months of staff reports, it became evident that portions of ministry areas were basically being neglected, even though we clearly had funds designated for the particular needs. Even though there will be zero growth as far as staff salaries, we will send more money to cover predetermined ministry expenses that the SOM staff has obviously either been paying out of pocket or flatly doing without. In a sense, this will manifest itself as more income, as less should come out of the pocket. After a trial period of 6 weeks, we hired Vickie Alvey to be the administrative staff assistant and receptionist. Her regular volunteerism during this past fall and overall submissive spirit recommended her as a possible candidate to alleviate pressure and lift the burden of day to day office tasks as well as the monthly and special projects that continually present themselves. We have not been disappointed. The result of this is that Mary Ellen has been able to process, deposit and receipt the donations within her regularly scheduled hours of approximately 19 per week; while Vickie has filled a much needed function of keeping the office running into the later afternoon by working 11am to 5pm Monday through Friday.

Improved Results – PURSUE EXCELLENCE – in accounting practices. Errors in bookkeeping practices have surfaced and are being corrected, our senses have been sharpened regarding cause and effect in expense reports, payroll, electronic transfers to Africa. We have worked on training other Lynchburg office staff in the software systems we use. Having additional input from others brings about new ideas on how to problem solve and stream line work. Momentum and Focus – GOOD STEWARDSHIP, PRACTICAL APPROACHES – in lifting my head out of the office and looking to African reports. I have begun to understand more of the work done in Uganda, Kenya and Mexico. Between sending funds, recording them AND reading monthly reports, the picture is being drawn in my mind. Also, I am better able to pray for the various programs and the people running them, as well as those they are reaching out to. Problem Solving – BURDEN-LIFTING – identifying overlooked ministry expenses that are real, yet have not been budgeted for in the past (e.g., office expenses in the African offices) Teamwork, Learning, and Commitment – DEVELOP PEOPLE – there is a real sense of team work and helpfulness in the office. We are excited to come to work each day. We are building a strong sense of commitment and responsibility towards each other. There is still room for improvement, but Morgan and I see us becoming a team as we offer to help one another and also face the challenges together. Communication and Marketing – HONOR GOD (AND EACH OTHER) – Communication within the office is improving, but there is still room for more growth. We meet regularly for prayer, and just as important, we are meeting often to keep each other informed. As this aspect is strengthened, we believe that communicating with our donors and marketing our vision will only improve and grow. Greater Influence – SUSTAINABILITY – We can sense more focused purpose when challenges are presented. Patterns of thought and organization are coming easier to us, when that is successful, we are able to delegate and meet the work head on. A Natural Way to Operate – DEVELOP PEOPLE, PRACTICAL APPROACH, BURDEN-LIFTING, SUSTAINABLE -- we are learning each others strengths and weaknesses. I believe we are growing to appreciate those things in each other, making it easier to approach co-workers to either ask for help, or offer help. Compliment Our Leader’s Intuition and Imagination – HONOR GOD – Learning to submit to the leadership of SOI’s founder, executive director and board has encouraged us to continue our personal practice of praying for good ideas. As we learn to listen better at meetings, accept more of the responsibilities in the finance office, and learn to work with our co-workers, I can see that we are helping SOI to move forward in our vision of spreading the Gospel and alleviate human suffering. Inculcating the core values and running new ideas through their filters has helped me to press on with good ideas and abandon (or challenge) those that may not further our purpose in a burden-lifting, sustainable way. Respectfully,


Page 2 of 2



Top Ten Considerations For Fund Raising In Turbulent Times From: Rodney Suddith, executive director


As information and for reference, the executive director has prepared a document to educate and assist the board in becoming increasingly involved ministry fund-raising, particularly in light of the current overall economic situation.

OTHER INFORMATION


Top Ten Considerations For Fund Raising In Turbulent Times

1. Fear Not! – During the Great Depression Franklin Roosevelt said,” the only thing we have to fear is fear itself.” The same can be said today.

In difficult times, our people and donors will continue to be attracted by passion, confidence and optimism for what God has called us to do. A 40 year study of charitable giving partners conducted by Indiana University’s Center on Philanthropy found that in years with 8 or more months of recession:

• Total giving fell an average of only 2.7 % • Individual giving (over 80% of our total giving) declined an average of

only 3.9% • Foundation giving (about 10%) dropped only 0.1% • Corporate and church giving fell an average of 1.6%

Let us use these numbers instead of exaggerated news reports to guide our planning.

2. Keep developing a clear and compelling case for our support and donors. According to The Giving Institute, “The most important step a charitable institution can take to raise funds during a recession or downturn is to ask people for contributions in a clear and focused manner.” This requires that we know exactly what it is we are raising funds for and determining what makes SOI and our programs different from others – in short; we build a case for why potential donors should support us rather than others and why they should support us now. We have strong numbers and we need to show them to potential as well as active donors to both create new support and maintain present donor base. 3. Teach the SOI board how to raise funds! None of us are going to have the luxury of sitting back and watch this economic storm run its course. We really need to strive for 100% board participation in annual giving. We need to invest in some limited training and board education regarding fundraising. All of us need to move beyond the discomfort with making the ask! 4. We must diversify our fundraising streams! Dave has been challenging us for the past few years to look for more diversity within our support base. We need to pay closer attention to the mix of major donors, foundations, churches, corporation and event income. Let’s try to encourage more conversation and sharing about ways to achieve this. 5. Help Russ and I keep our top donors close Like most non-profits we mirror the old 80/20 rule – 80% of our income comes from 20% of our donors. Do you know who makes up that top 20%? How do we stay in contact and keep them engaged? Do they feel properly stewarded? Now is the time to keep the top 20% very, very, close! Russ and I need board members to help make highly personalized requests to individuals and grant makers. This includes visits, telephone calls, and handwritten

correspondence. We all need to remember to thank them for their past contributions, let them know of the accomplishments they have made possible, tell them what we are doing to deal with this crisis, and explain why the case for giving remains compelling. 6. Don’t forget our small donors! This organization was build and to a large extent has been maintained by the strength of our small donors. The employment rate is increasing but most Americans are still employed and have the same income they did a year ago. They are still in a position to give something. I am urging us to unite and share in the task of contacting as many small donors as possible. I don’t think they are used to the attention from us but I know they will appreciate it and, if asked, may increase the size of their giving. 7. We need to revisit our planned giving program. More than 80% of planned giving is bequests yet we do little to promote or even inform our donors about this strategy. Many potential large donors are short on cash flow now but they have assets, which they give away at death. My former college, along with others get somewhere around 60% of million-dollar and above bequests. Why? Because they ask. We need to start asking. 8. Need to reintroduce ourselves to lapsed donors. We now have the software to help us more easily identify lapsed donors. I have found that it is infinitely easier to get a lapsed donor to reinvest in SOI than to find a new donor. Many donors have lapsed because we did not steward them very well and they fell between the cracks. As we pour over these records we will need board members to help the staff contact and encourage lapsed donors to consider reinvesting in SOI. 9. It is essential to increase our online presence! If nothing else the 2008 Presidential election taught us that it is time to take the internet seriously when it comes to fund-raising. It is the future of philanthropy. We are working to make our website livelier, interactive and to include a more effective and efficient “Donate Now” button. While it is a stretch for me venues such as face Book, Twitter, and LinkedIn are strong avenues through which to introduce our ministry to others. 10. Please, spread the word! SOI desperately needs each and every board member to be out in the communities spreading the word about our meaningful work and all the ways in which it impacts so many others. Please review the attached article I clipped out about how to tell a story about our organization. Russ mastered this a long time ago – but we all need to practice this effective strategy! Also, in telling the stories do not be afraid to share how the economy is affecting SOI’s ability to fulfill its mission. While painful, I believe the present economic crisis presents us with an opportunity to do things differently and better when it comes to fundraising and caring for our donors! Seize the day!



Information and Contact Directories From: Rodney Suddith, executive director

Deborah Hallgren, administrative director


As information and for reference, attached are information and contact directories for the Board of Directors and SOI Staff. Board members will be provided with a “Contact Information” update sheet at the meeting to be completed and returned to the office.

OTHER INFORMATION


Sports Outreach Institute, Inc. DIRECTORY OF THE BOARD OF DIRECTORS

May, 2008 Dave Biehl (Barb) – Co-Treasurer 680 El Bosque Road Santa Barbara, CA 93108 805-969-2031 (H) 805-565-1455 (O) 805-565-6988 (F) 805-452-1867 (C) [email protected]; [email protected] Birthday: Dave 8/10/45 Birthday: Barb 9/24/46 Anniversary: 3/23

Ron Brenneman (Loretta) 3513 N. 160th Ave. Goodyear, AZ 85395 623-792-5193 (H) 623-518-9509 (F) 503-869-5864 (C) [email protected] Birthday: Ron 9/5/36 Birthday: Loretta 8/12/38 Anniversary: 10/28/57

Dr. Bob Bryant (Patty) 812 State Street Santa Barbara, CA 93101 805-682-4623 (H) 805-966-9187 (O) 805-966-5801 (F) 805-455-8555 (C) [email protected]

Russ Carr (Sue) – President P.O. Box 119 Monroe, VA 24574 434-929-5015 (O) 434-929-6211 (F) 434-941-6363 (C) [email protected] Birthday: 7/16/33 Anniversary: 1/30/53

Sue Carr (Russ) P.O. Box 119 Monroe, VA 24574 434-929-5015 (O) 434-929-6211 (F) 434-941-0050 (C) [email protected] Birthday: 5/29/33 Anniversary: 1/30/53 George Caylor (JoAnne)

2460 Rivermont Avenue Lynchburg, VA 24503 434-845-6540 (H) 434-845-6565 (F) 434-851-3483 (C) [email protected] Birthday: George 6/9/44 Birthday: JoAnne 7/5/43 Anniversary: 4/12 Dr. Ken Chalfant (Sue) 209 Blumont Drive Lynchburg, VA 24503 434-385-9431 (H) 434-846-2202 (O) 434-846-3032 (F) 434-229-6180 (C) [email protected] [email protected] Birthday: Ken 3/6/53 Birthday: Sue 10/9/57 Anniversary: 11/7/81 Kathy Clenet (Alain) Mailing Address: P.O. Box 779, Santa Ynez, CA 93460-0779 Home Address: 1484 Calzada Ave. Santa Ynez, CA 93460 805-688-9212 (H) 805-688-1898 (F) 805-895-9018 (C – Kathy) 805-455-8376 (C – Alain) [email protected]; [email protected] Birthday: Kathy 9/20/52 Birthday: Alain 10/2/44 Anniversary: 11/21/92 Robby Conn – Co-Secretary 1940 Teresita Lane Newport Beach, CA 92660 949-646-6759 (H) 949-646-1900 (O) 949-646-1991 (F) 949-293-3335 (C) [email protected] Birthday: 8/12/55

mailto:[email protected]












Jerry Corderman (Mapril) 47720 Fairy Glen Drive Oakridge, OR 97463 541-782-2396 (H) Birthday: Jerry 11/22/33 Birthday: Mapril 6/7/32 Carl Gans (Debi) 601 Vereda Leyenda Goleta, CA 93117 805-968-5442 (H) 805-963-2011 (O) 805-963-1019 (F) 805-895-1025 (C) [email protected] Birthday: 7/7 Anniversary: 9/5 Sylvia Hamilton 685 Avenida Pequena Santa Barbara, CA 93111 805-964-4828 (H) 805-964-5364 (F) [email protected] Birthday: 11/20 Dr. Rolland Jacks (Vee) 1825 Mission Ridge Santa Barbara, CA 93103 805-963-9541 (H & O) 805-963-3561 (F) 805-689-9014 (C) [email protected] Birthday: Rolland 2/7/34 Birthday: Vee 10/12/35 Anniversary: 8/7/55 Dr. William Lindberg (Linda) 1981 Eucalyptus Hill Road Santa Barbara, CA 93108 805-969-9831 (H) 805-898-1973 (O) 805-689-1976 (C) [email protected]

Cliff Lundberg (Diane) – Co-Treasurer 1156 Oriole Road Santa Barbara, CA 93108 805-969-4341 (H) 805-565-7188 (O) 805-565-7250 (F) 805-453-6777 (C) [email protected] Birthday: Cliff 2/15/44 Birthday: Diane 1/20/45 Anniversary: 8/20/66 Suzannah Martin 4118 San Martin Way #A Santa Barbara, CA 93110 805-681-9537 (H) [email protected] Dr. Ed Norman (Betty) 20350 Via SanLucar Yorba Linda, CA 92887 714-695-9737 (H) 562-903-4715 (O) 562-903-4761 (F) 714-943-2203 (C) [email protected] Birthday: Ed 5/10/34 Birthday: Betty 8/14 Anniversary: 6/15 Dan Ribbens (Karen) 851 Cambridge Drive Santa Barbara, CA 93111 805-964-4843 (H) 805-964-9853 (O & F) 805-455-3761 (C) [email protected] Birthday: Dan 5/20 Birthday: Karen 11/29 Anniversary: 11/3 Casey Roberts (Kathy) – Co-Secretary 41 South Ontare Road Santa Barbara, CA 93105 805-682-8046 (H) 805-705-8490 (C) [email protected] Birthday: Casey 12/12 Birthday: Kathy 6/11 Anniversary: 5/1/82










Fred Sanborn – Chairman 4488 E. Thomas Road ~ Unit 3034 Phoenix, AZ 85018 602-466-1299 (H) 602-332-2018 (C) [email protected] Birthday: 9/3/26 Dr. Ed Wimberly (Joan) 211 Ocean View Avenue Carpinteria, CA 93013 805-684-1370 (H & F) 805-969-5278 (O) 805-708-5949 (C) [email protected] Birthday: Ed 12/17/45 Birthday: Joan 12/30/46 Anniversary: 5/29/71

Total: 21 _______________________________________ SOI – Lynchburg Mailing Address: P.O. Box 11855 Lynchburg, VA 24506-1855 Street Address: 2700 Langhorne Road Lynchburg, VA 24501 434-528-2516 (O) 434-528-2517 (F) [email protected] SOI – Monroe P.O. Box 119 Monroe, VA 24574 434-929-5015 (O) 434-929-6211 (F) [email protected] [email protected]

S:\Directories\Board Member Directory.doc 5/6/2008






Sports Outreach Institute, Inc. STAFF DIRECTORY

April 2009

International Headquarters Lynchburg, Virginia

Mailing Address: P.O. Box 11855 Lynchburg, VA 24506-1855 Street Address: 2700 Langhorne Road Lynchburg, VA 24501

434-528-2516 (O) 434-528-2517 (F)

[email protected] Allen, Morgan, Operations & Communications Director 1141 Homestead Gardens Ct. Apt 38 Forest, VA 24551 434-258-6139 (C) [email protected] Alvey, Vickie, Administrative Staff Assistant 107 Bellwood Dr Lynchburg, VA 24501 434-821-3739 (H) [email protected] Bartholomew, Kendall, Ministry Programs Assistant 1999 Thaxton Mountain Road Thaxton, VA 24174 540-330-9598 (C) [email protected] Bolton, Sydney, Administrative Staff Assistant 302 Rowland Dr. Lynchburg, VA 24503 434-528-4524 (H) [email protected] Hallgren, Deborah, Administrative Director 2401 Old Forest Rd. Lynchburg, VA 24501 434-384-0454 (H), 434-258-5906 (C) [email protected] [email protected] Longo, Mary Ellen, Finance/Administrative Assistant 2228 Woodcrest Dr. Lynchburg, VA 24503 434-386-6685 (H) [email protected] Suddith, Rodney, Executive Director 2409 Mimosa Drive Lynchburg, VA 24503 434-944-0573 (C) [email protected]

Monroe Office

Monroe, Virginia Mailing Address: P.O. Box 119 Monroe, VA 24574 Street Address: 137 Shadow Oaks Drive Amherst, VA 24521

434-929-5015 (O) 434-929-6211 (F)

Carr, Russ, President and Founder of SOI 434-941-6363 (C) [email protected] Carr, Sue, Assistant to the President 434-941-0050 (C) [email protected] Upole, Alyssa, Admin Assistant to Monroe Office 1344 Pine Bluff Drive Lynchburg, VA 24503 [email protected]

Charlotte Office Charlotte, North Carolina

Mailing Address: P.O. Box 1435 Matthews, NC 28106 Street Address: 8934 Idlewild Road

Charlotte, NC 28227 980-939-1129 (O/F)

Casey, Sam¸ Short-Term Teams Director 214 Matthews Crossing Matthews, NC, 28105 704-962-1777 (C) [email protected] Swinehart, Dustin, Associate Executive Director 3301 Mill Race Rd. Charlotte, NC 28270 704-965-5080 (C) [email protected] Uher, Amanda, Charlotte Admin Coordinator 3210 Open Field Ln. Apt 816 Charlotte, NC 28226 980-322-7876 (C) [email protected]
















West Coast Staff Members

Brenneman, Don Mailing Address: P.O. Box 231237 Portland, OR 97281 Home Address: 14680 SW 141st Avenue Portland, OR 97224 503-579-3352 (O);503-521-9038 (F); 503-579-2965 (H); 503-539-0861 (C) [email protected] Clark, Steve, Special Projects Coordinator Clark, Kim, Compassion Ministry Coordinator 5564 Happy Pine Ct. Foresthill, CA 95631 530-367-3306 (O); 530-367-3306 (H & F) 530-388-8077 (C) [email protected] [email protected] Forney, Les, Volunteer Sportsbridge-West Coordinator 10880 SW Davies Rd. Rm 127. Beaverton, OR 97008 503-521-3076(H); 971-212-7682 (C) [email protected] Long, Steve, Camp Development & Prison Ministry 859 Newt Patterson Mansfield, TX 76063 817-477-1313 (H & F); 817-412-9269 (C) [email protected]

NAIROBI, KENYA

Shelimba, Franklin Director: Kenya Sports Outreach Ministry P.O. Box 731, Code# 00100 Nairobi, Kenya 011-254-203-587-148 (O) 011-254-722-814-038 (C) [email protected] (2 alpha ls) [email protected] Nairobi Ministry Staff Adhiambo, Carolyn Shelimba, Franklin Donne, Wario Upiyo, Charles Kimathi, Joseph Wachira, Carolyn Lubembe, Arther Driver: Peter Nairobi Teachers Kanini, Shelia Nzisa, Felistus Karunja, Bernard Nzuki, Joel Kinyajui, Peter Okiyo, Susan Nduku, Martha Omeri, Cecilia Ngila, Thomas

Mexico Staff Members

Wood, Tim, Director of Latin America Programs Wood, Barb, Asst. Dir of Latin America Programs Calle Pedro Ascencio Pte. 17 Ometepec, Gro. C.P. 41707 Mexico 1-802-473-7413 (U.S. phone); 011-52-741-41-212-37 (H & F) [email protected]

KAMPALA, UGANDA

Barungi, Fred SOM Governance Board; Advisor for GNFC; Assistant for African Programs P.O. Box 30034, Kampala, Uganda, East Africa [email protected] Kibedi, Sam Director of Discipleship Development; Co-Director of Street Children’s Project; Coord. of SOM Development in N & E Uganda Kibedi, Ritah Coordinator of Children’s Ministry, Uganda; Assistant, Street Children’s Project P.O. Box 30034 Kampala, Uganda, East Africa Lutaaya, Mitchell Assistant Director: Good News F. C. Program P.O. Box 8890, Kampala, Uganda, East Africa 011-256-772-425-167 (C) [email protected] [email protected]

AFRICA STAFF MEMBERS












(Africa Staff Continued) Mwesiga, Barnabas (Mary) Director of Good News F.C. Program; Director of Baseball Development/Outreach; Co-Director of Street Children’s Project; Coordinator for Visiting Groups; Coordinator of SOM Transportation; SOM Governance Board P.O. Box 30034 Kampala, Uganda, East Africa 011-256-414-285-861 (F); 011-256-772-552-046 (C) [email protected] Mwesigwa, Joy (Tim) Chairperson,Governance Committee Kampala School for Physically Handicapped P.O. Box 14278, Kampala, Uganda, East Africa 011-256-414-272-128 (O & F); 011-256-772-696-522 (C) [email protected]

Ssekintu, Olivia Office Manager: SOM Office P.O. Box 30034 Kampala, Uganda, East Africa 011-256-414-272-128 (O & F)

Kampala Leadership Staff Barungi, Fred Kibedi, Ritah Kibedi, Sam Lutaaya, Mitchell Mwesigwa, Joy Sekintu, Olivia Kampala Good News Football Club Staff Agaba, Samson Mukasa, Ronald Kalyango, Jimmy Muwanguzi, Willis Katende, Robert Mawa, Moses Kimbowa, Paul Mutumba, Samuel Lusuku, David Ssenyonjo, Francis Lutalo, Samuel Tamale, Thomas Mugenyi, Patrick Ziwa, Herbert Driver: Asimwe,Wilfred

GULU, UGANDA

Kyazze, Aloysius Kyazze, Esther Director of Traumatized Children’s Project; Coordinator of SOM Development in N. Uganda & S. Sudan; Coordinator of Chaplaincy Program Development in Uganda Sports Outreach Ministry, Gulu P.O. Box 496 Gulu, Uganda, East Africa 011-256-782-874-681 (C – Esther) 011-256-772-653-299 (C – Aloysius) Gulu Leadership Staff Aberleki, Irene Namusole,Lydia Babirye, Annet Namusole, Olivia Kayazze, Aloysius Ninsiima, Moureen Kayazze, Esther Opio, Felix Lutwaama, Edie Otim, Bernard Nabassa, Maureen Gulu Good News Ministry Team Adohnpiny, Christine Lamaro, Jennifer Adokrach, Millie Malinga, Simon Aromo, Grace Mutyasa, Gerald Laker, Joyce Gulu Teachers Adyero, Agnes Apiyo, Anna Eva Anena, Dora Okello, David Angom, Paska Ogwal, Catherine Staff: USA Full-time………………….….…...10 Part-time …………………....…..…8 Staff: AFRICA Full-time ………………….….….45 Part-time Teachers………………………..15 Timothys ……………...…....….18 Staff ……………………………..3 Staff: MEXICO Full-time.……………….….…….2 Total Staff .………………………..101

Denotes Full Time Staff Denotes Part Time Staff

