Complete Packet

Friday, April 24, 2008
BOARD OF DIRECTORS MEETING 3:00 PM to 8:00 PM

Hotel Santa Barbara
SOI BOARD MEMBERS

AGENDA ITEMS
Fred Sanborn
Chairman
Topic Presenter
Russ Carr
President 1. Welcome Fred Sanborn
Dave Biehl
Co-Treasurer
2. Prayer Rolland Jacks
Cliff Lundberg 3. Introduction of Guests Fred Sanborn
Co-Treasurer
Robby Conn
4. Overview of Board Committee Manual (Item A-1) Rodney Suddith
Co-Secretary
5. Committee Meetings
Casey Roberts
Co- Secretary a. Finance Committee
Sue Carr i. Review of New Committee Charter and Job Committee Members:
Assistant to the President Description Cliff Lundberg, Dave
Ron Brenneman Biehl, Bob Bryant, Bill
ii. Discussion of Appropriate Responses to Lindberg, Kathy Clenet,
Dr. Bob Bryant Financial Challenges George Caylor
George Caylor iii. Review of 2009-2010 Fiscal Budget
Dr. Ken Chalfant
b. Nominating Committee (Governance Committee)
Kathy Clenet
i. Review of New Committee Charter and Job Committee Members:
Jerry Corderman
Description Ed Norman, Casey
Carl Gans Roberts, Sue Carr, Dan
ii. Election of Officers and Board Members Ribbens, Ron
Sylvia Hamilton
iii. Discussion of Sylvia Hamilton Resignation Brenneman
Dr. Rolland Jacks
iv. Discussion of Board Policy Manual Proposal
Dr. William Lindberg
Suzannah Martin c. Policies & Ethics Committee (Development
Committee) Committee Members:
Dr. Ed Norman Rolland Jacks, Jerry
Dan Ribbens i. Review of New Committee Charter and Job Cordernam, Robby
Description Conn, Ken Chalfant, Carl
Dr. Ed Wimberly
Gans, Ed Wimberly,
ii. Discussion of Development Strategies, Plans
Suzannah Martin)
iii. Assessment of Need for Development Officer
SOI ADMINISTRATION
Rodney Suddith Committee Members:
Executive Director Fred Sanborn, Russ
Carr, Chair of Each
Morgan Allen d. Executive Committee
Standing Committee,
Operations & Communications Rodney Suddith (ex
Director
officio)
Deborah Hallgren
Administrative Director 6. Break (5:45 PM to 6:00 PM)
Sam Casey 7. Special Presentation
Short-Term Teams Director
Dustin Swinehart a. Welcome Fred Sanborn
Asst. Executive Director
b. Prayer Ed Norman
Don Brenneman
Program Development c. Introduction of Guests Russ Carr
Coordinator
Steve Clark d. Introduction of Aloysius and Esther Kyazze Russ Carr
Special Projects Coordinator
Aloysius and Esther
Steve Long e. Special Report – Sports Outreach Gulu, Uganda
Camp Development Coordinator Kyazze
f. Questions and Answers
8. Closing Prayer, Adjournment, Dinner Casey Roberts

Saturday, April 25, 2008
BOARD OF DIRECTORS MEETING 8:30 AM to 1:00 PM
Westmont College
SOI BOARD MEMBERS

AGENDA ITEMS
Fred Sanborn
Chairman
Topic Presenter
Russ Carr
President 1. Welcome and Call to Order Fred Sanborn
Dave Biehl
Co-Treasurer
2. Prayer Rolland Jacks
Cliff Lundberg 3. Introduction of Guests Fred Sanborn
Co-Treasurer
a. Words of Greeting Aloysius Kyazze
Robby Conn
Co-Secretary 4. Minutes of Fall Meeting (Item B-1) Robby Conn
Casey Roberts Casey Roberts
Co- Secretary
Sue Carr Dave Biehl
Assistant to the President 5. Treasurers Report
Cliff Lundberg
Ron Brenneman
6. President’s Report Russ Carr
Dr. Bob Bryant
George Caylor 7. Executive Director’s Update – State of SOI Rodney Suddith
Dr. Ken Chalfant 8. Action Items
Kathy Clenet
a. Omnibus Motion (Item B-2)
Jerry Corderman
i. Housing Allowances for Don Brenneman,
Carl Gans Steve Long, Dustin Swinehart (Item A-2)
Sylvia Hamilton Fred Sanborn
ii. Retention of Robert Morse, Independent CPA
Dr. Rolland Jacks
iii. Date of Fall Board Meeting
Dr. William Lindberg Friday/Saturday, September 25 and 26, 2009
Suzannah Martin
b. SOI Conflict of Interest Policy (Item B-3) Fred Sanborn
Dr. Ed Norman
Dan Ribbens c. Election/Confirmation of Board Members (Item B-4) Ed Norman
Dr. Ed Wimberly d. Election/Confirmation of Board Officers (Item B-4) Ed Norman
e. Proposed Budget for 2009-2010 (Item B-5) Rodney Suddith
SOI ADMINISTRATION
f. Strategic Plan – Part B (Item B-6) Rodney Suddith
Rodney Suddith
Executive Director g. Revised Job Description for Russ Carr (Item B-7) Casey Roberts
Morgan Allen 9. Committee Reports
Operations & Communications
Director a. Finance Committee
Deborah Hallgren Committee Members: Dave Biehl
Administrative Director Cliff Lundberg, Dave Biehl, Bob Bryant, Bill Lindberg, Cliff Lundberg
Sam Casey Kathy Clenet, George Caylor
b. Nominating Committee (Governance Committee)
Dustin Swinehart Committee Members:
Asst. Executive Director Ed Norman
Ed Norman, Casey Roberts, Sue Carr, Dan Ribbens,
Don Brenneman Ron Brenneman
Program Development
Coordinator c. Policies and Ethics Committee
Steve Clark (Development Committee)
Special Projects Coordinator Committee Members: Rolland Jacks
Rolland Jacks, Jerry Cordernam, Robby Conn, Ken
Steve Long
Chalfant, Carl Gans, Ed Wimberly, Suzannah Martin)
Camp Development Coordinator
d. Executive Committee
Committee Members: Fred Sanborn
Fred Sanborn, Russ Carr, Chair of Each Standing
Committee, Rodney Suddith (ex officio)
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
AGENDA ITEM INFORMATION Item Number A-1

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
MANUAL
Sports Outreach Institute Board of Directors Standing Committee Manual

Page 1 of 15 Approved (proposed): April 4, 2006
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
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
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
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
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
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
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
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
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
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
AGENDA ITEM INFORMATION Item Number B-1

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.

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

Agenda Number 8-a
Omnibus Motion
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
c. Dustin Swinehart
i. $43,320 annually
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

Agenda Number 8-b
Conflict of Interest Policy

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

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

Agenda Number 8-e
2009-2010 Fiscal Year Budget

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:
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:
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) fsdds

Lynchburg (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) The overview sheet shows a different

R. Suddith (2025) $91,657.50 total for the U.S. Ministry Staff than the
D. Brenneman (2015) $103,864.90 total on the break down page for this
K. Bartholomew (2020) $11,195.60 category. This is because the overview
S. Clark (2025) $42,102.40 shows what the actual cost of the staff
S. Long (2030) $80,792.50 member is while the break down page
A. Upole (2035) $11,195.60 includes a ten percent administrative
S. Casey (2040) $73,315.00 fee that each staff member is
D. Swinehart (2045) $94,490.00 responsible to raise to help fund the
T. Wood (2050) $63,240.00 budgeted expenses of the U.S. Ministry
Offices.
U.S. Ministry Staff Total $571,853.50
Fundraising (3000)
Publications (3010) $28,800.00
Awareness Events (3015) $4,500.00
Multimedia/Video (3020) $2,000.00
Fundraising Total $35,300.00
Programs(4000)/Projects (5000)
Sportsbridge (4010) $42,500.00
Local Ministry (4020) $1,500.00
Mark Carr Memorial Fund (5025) $1,000.00
Video Production/Equipment (5040) $2,500.00
Programs/Projects Total $47,500.00

Mexico (6000)
Camps (6015) $3,000.00
School (6020) $15,000.00
Scholarships (6035) $0.00
Mission Teams (6040) $4,500.00
Mission Station (6045) $5,000.00
Projects (6050) $0.00
Radio Station (6055) $0.00
Sports Ministry (6060) $6,600.00
Mexico Total $34,100.00
Kampala (7100)
Leadership Staff (7111) $19,566.00
Barnabas Mwesiga (7111-1) $14,660.00
Good News Football Club (7112) $45,300.00
Timothies (7113) $12,960.00
Ministry Programs (7115) $14,600.00
Feeding Program (7116) $24,000.00
Sports Ministry/Outreaches (7117) $3,440.00
Education (7118) $12,000.00
Vocational Training (7119) $750.00
Aids Ministry (7120) $600.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Overview - Total

Discipleship (7121) $500.00

Christmas Outreaches (7122-1) $11,000.00
Micro Enterprise (7122-2) $1,200.00
Transportation (7125) $6,000.00
Kampala Total $166,576.00
Gulu (7200)
Aloysisu & Eshter Kyazze (7211-1) $9,750.00
Good News Ministry Team (7212) $7,070.00
Teachers (7214) $7,500.00
Education (7218) $4,000.00
Vocational Training (7219) $750.00
Aids Ministry (7220) $900.00
G.N. Community Center (7230) $52,000.00
Gulu Total $132,200.00
Nairobi (7300)
Franklin Shelimba (7311-1) $14,910.00
Teachers (7314) $12,330.00
Education (7318) $6,784.00
Vocational Training (7319) $1,000.00
Aids Ministry (7320) $4,500.00
Nairobi Total $92,414.00
Ministry Growth Projects

Director of Development $40,000.00
Internship Program Development $3,000.00
East Uganda Development $1,500.00
Sudan 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)
Lynchburg Charlotte
Expense Category Monroe (1020) Total Notes
(1010) (1030)
Salaries
J. Morgan Allen (Full Time) $35,000.00 $35,000.00 *See note below
Vickie 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 below
Mary Ellen Longo (18 Hrs/Week) $11,325.00 $11,325.00 *See note below
Amanda 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 Services

Payroll 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/Reviews
Contract 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 Expenses
Office Supplies $13,000.00 $6,000.00 $6,000.00 $25,000.00
Ministry Supplies $2,500.00 $1,500.00 $3,000.00 $7,000.00
Property Insurance $2,000.00 $1,000.00 $900.00 $3,900.00
Liability Insurance $2,000.00 $1,000.00 $900.00 $3,900.00
Vehicle Insurance $2,000.00 $2,000.00
Land Line Phone Service $2,400.00 $1,800.00 $960.00 $5,160.00
Wireless Phone $3,600.00 $1,200.00 $4,500.00 $9,300.00
Website $500.00 $500.00
Postal Services $4,000.00 $1,000.00 $1,200.00 $6,200.00
Parcel Services $2,000.00 $500.00 $800.00 $3,300.00
Subscriptions/Education Items $1,200.00 $500.00 $900.00 $2,600.00
Printing/Publications $8,000.00 $4,000.00 $4,000.00 $16,000.00 Not including newsletter
Gifts $1,000.00 $500.00 $500.00 $2,000.00
Vehicle/Transportation $7,000.00 $1,240.00 $7,000.00 $15,240.00
Bank Fees $5,000.00 $5,000.00
Membership Dues $1,300.00 $200.00 $240.00 $1,740.00 Includes ECFA
Staff Development (Training) $2,500.00 $1,000.00 $3,500.00
Staff Development (Enrichment) $500.00 $500.00 $500.00 $1,500.00
Advertising $800.00 $800.00 $1,600.00
Administrative/Program Total $61,300.00 $20,940.00 $33,200.00 $115,440.00
Facility/Equipment Expenses
Rent $21,600.00 $7,800.00 $29,400.00 $58,800.00
Utilities $0.00 $0.00 $5,740.00 $5,740.00
Office Equipment $1,500.00 $500.00 $1,000.00 $3,000.00
Computer Equipment $3,500.00 $500.00 $1,000.00 $5,000.00
Equipment 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 Expenses
Air Travel $4,000.00 $4,000.00 $8,000.00
Auto Rental $1,800.00 $2,000.00 $1,200.00 $5,000.00
Lodging $3,500.00 $3,500.00 $7,000.00
Meals/Entertainment $2,800.00 $2,000.00 $1,200.00 $6,000.00
Other 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)

Lynchburg Charlotte
Expense Category Monroe (1020) Total Notes
(1010) (1030)
Other Expenses
Misc Costs $900.00 $900.00 $900.00 $2,700.00
Contingency 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)
Brenneman Bartholomew
Expense Category Suddith (2005) Clark (2025) Long (2030) A. Upole (2035)
(2015) (2020)
Payroll
Salaries $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
Office 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 Items
Printing/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
Equipment $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 Expenses
Air Travel $7,500.00 $5,000.00 $10,000.00
Auto Rental $2,000.00 $500.00 $500.00
Lodging $3,000.00 $1,000.00 $500.00
Meals/Entertainment $2,500.00 $1,400.00 $500.00
Visas $500.00 $350.00 $200.00
Other 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 Expenses
Misc Costs $1,000.00 $800.00 $1,000.00 $1,000.00
Administrative Fee $9,067.25 $10,309.00 $1,119.56 $4,125.24 $7,985.00 $1,119.56
Contingency 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 Casey (2040) Swinehart (2045) Wood (2050) Total Notes
Payroll fsdds
Salaries $50,000.00 $31,680.00 $36,900.00 $297,400.00
Housing Allowance $43,320.00 $118,692.00
Payroll Taxes $3,825.00 $4,600.00 $16,641.10
Payroll Total $53,825.00 $75,000.00 $41,500.00 $432,733.10
Office Supplies $1,500.00 $4,100.00
Ministry Supplies $1,000.00 $1,000.00 $500.00 $4,700.00
Land Line Phone Service $1,800.00 $2,640.00
Wireless Phone $1,950.00
Subscriptions/Education Items $300.00 $300.00
Printing/Publications $1,400.00 $2,300.00
Vehicle/Transportation $5,000.00 $20,008.00
Membership Dues $200.00
Staff Development (Training) $2,000.00 $2,000.00 $6,000.00
Administrative/Program Total $3,000.00 $3,000.00 $10,500.00 $42,198.00

Equipment $500.00 $500.00 $500.00 $3,500.00
Utilities $1,800.00 $1,800.00
Facility/Equipment Total $500.00 $500.00 $2,300.00 $5,300.00

Travel Expenses
Air Travel $7,000.00 $7,000.00 $1,000.00 $37,500.00
Auto Rental $1,800.00 $1,800.00 $4,000.00 $10,600.00
Lodging $2,500.00 $2,500.00 $250.00 $9,750.00
Meals/Entertainment $2,000.00 $2,000.00 $250.00 $8,650.00
Visas $500.00 $500.00 $2,050.00
Other Travel Costs $500.00 $500.00 $1,500.00 $10,400.00
Travel Total $14,300.00 $14,300.00 $7,000.00 $78,950.00

Other Expenses
Misc Costs $800.00 $800.00 $950.00 $6,350.00
Administrative Fee $7,242.50 $9,360.00 $6,225.00 $56,553.11
Contingency Costs $890.00 $890.00 $990.00 $6,322.40
Other Costs Total $8,932.50 $11,050.00 $8,165.00 $69,225.51
Grand Total - Staff $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 Newsletters

Supplies $9,600.00
Postal Service $7,200.00
Printing $12,000.00
Publications Total $28,800.00
Awareness Events (3015) Gifts for Gulu, etc

Supplies $4,500.00
Awareness Events Total $4,500.00
Multimedia/Video (3020)
Supplies $500.00
Professional 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) fsdds

Supplies $2,500.00
Freight Expense $40,000.00
Sportsbridge Total $42,500.00
Local Ministry (4020)

Supplies $500.00
Training $1,000.00
Mark Carr Memorial Fund (5025)

Education Grants $1,000.00 To Support Kampala School for
Physically Handicaped Students
Video Production/Equipment (5040)

Supplies $2,500.00
Multimedia/Video Total $2,500.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Progs. (4000) & Projects (5000)
Mexico (6000)
Camps (6015) fsdds

Construction $1,500.00
Supplies $1,500.00
Camps Total $3,000.00
School (6020)
Supplies $3,000.00
Salaries $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) fsdds

Salaries $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 $8,220.00
Expenses $5,040.00
Ministry Supplies (Baseball) $1,200.00
Christmas Bonuses $200.00
Barnabas Mwesiga Total $14,660.00
Good News Football Club (7112)

Salaries $34,200.00
Expenses $5,400.00
Taxes $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 $5,600.00
All Africa Retreat $5,000.00
Staff Development $2,000.00
Dare 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 $720.00
Travel $720.00
Sports 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 $150.00
Grants/Scholarships $600.00
Vocational Training Total $750.00
Aids Ministry (7120)

Supplies $600.00
Aids Ministry Total $600.00
Discipleship (7121)
Training $400.00
Supplies $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 $200.00
Grants $1,000.00
Micro Enterprise Total $1,200.00
Transportation (7125)
Vehicle/Auto Fuel $2,400.00
Vehicle/Auto Security $1,200.00
Equipment Maintenance $2,400.00
Transportation Total $6,000.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Kampala (7100)

Gulu (7200)

Salaries $12,600.00
Expenses $3,600.00
Taxes $1,140.00
Aloysius & Esther Kyazze (7211-1)

Salary $7,200.00
Expenses $350.00
Timothy $1,440.00
Taxes $360.00
Aloysius & Esther Kyazze Total $9,750.00
Good News Ministry Team (7212)

Salaries $5,040.00
Expenses $840.00
Taxes $840.00
Good News Ministry Team Total $7,070.00
Teachers (7214)
Salaries $5,760.00
Expenses $720.00
Taxes $720.00
Teachers Total $7,500.00

Office Expense $5,600.00

Supplies $12,000.00

Supplies $720.00
Travel Services $720.00
Education (7218)
SOI 2009-2010 Fiscal Budget 4/14/2009 Gulu (7200)


Supplies $150.00
Vocational Training Total $750.00

Supplies $900.00
Aids Ministry Total $900.00
Discipleship (7221)
Training $100.00
Supplies $400.00

Supplies $4,500.00

Supplies $200.00
Grants $1,000.00
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)

Salaries $11,400.00
Expenses $4,500.00
Taxes $0.00
Franklin Shelimba (7311-1)

Salary $7,560.00
Expenses $7,200.00
Taxes $0.00
Franklin Shelimba Total $14,910.00
Teachers (7314)
Salaries $10,800.00
Expenses $1,080.00
Taxes $0.00
Teachers Total $12,330.00

Office Expense & Rent $8,600.00

Supplies $13,200.00

Supplies $720.00
Travel Services $720.00
Education (7318)
School Rental $2,784.00

Supplies $200.00
Vocational Training Total $1,000.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Nairobi (7300)


Supplies $4,500.00
Aids Ministry Total $4,500.00
Discipleship (7321)
Training $400.00
Supplies $100.00

Supplies $4,500.00

Supplies $200.00
Grants $1,000.00
Grand Total - Nairobi $92,414.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Nairobi (7300)

Date April 25, 2009

Agenda Number 8-f
Strategic Plan – Part B

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.
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 SOI Strategic Planning Page 1

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
4/14/2009 Tactical Marketing Plan page 2

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.

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.
4/14/2009 Tactical Marketing Plan page 4

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

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.
4/14/2009 SOI Strategic Planning page 6

• 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.
Most critical
Major opportunities: Major threats: 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 Transformation
Be Burden-lifting
Start Only that which is sustainable
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 • Inner city ministry leadership
• Strengthening by sharpening resources
• Collaborative partnership • Training in holistic ministry model
• Leadership transition and • Year-round local ministry
development • 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

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

Agenda Number 10-a
Board Meeting Assessment

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.
Board Meeting Evaluation
Needs Suggestions for

Items OK
Improvement 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
SOI BOARD MEMBERS

APPENDIX ITEMS
Fred Sanborn
Chairman
Topic
Russ Carr
President 1. Staff Position Descriptions (Item C-1)
Dave Biehl
Co-Treasurer
a. International Headquarters Staff:
Cliff Lundberg i. Executive Director (Rodney Suddith – Administrative Duties Phase II)
Co-Treasurer ii. Operations and Communications Director (Morgan Allen)
Robby Conn iii. Administrative Director (Deborah Hallgren)
Co-Secretary
iv. Assistant Administrative Director (Mary Ellen Longo)
Casey Roberts
Co- Secretary v. Administrative Staff Assistant (Vickie Alvey)
Sue Carr vi. Ministry Programs Assistant (Kendall Bartholomew)
Assistant to the President
vii. Office Assistant (Sydney Bolton)
Ron Brenneman
b. Charlotte Ministry Office Staff:
Dr. Bob Bryant
i. Assistant Executive Director (Dustin Swinehart)
George Caylor
ii. Short-Term Teams Director (Sam Casey)
Dr. Ken Chalfant
Kathy Clenet
iii. Charlotte Administrative Coordinator (Amanda Uher)
Jerry Corderman c. Monroe Office Staff:
Carl Gans i. President (Russ Carr – Administrative Duties Phase II)
Sylvia Hamilton ii. Assistant to the President (Sue Carr – Administrative Duties Phase II)
Dr. Rolland Jacks d. U.S. Ministry Field Staff:
Dr. William Lindberg i. Program Development Coordinator (Don Brenneman)
Suzannah Martin ii. Special Projects Coordinator (Steve Clark)
Dr. Ed Norman iii. Compassion Ministries Coordinator (Kim Clark)
Dan Ribbens
2. Ministry Staff Leadership Organizational Chart (Item C-2)
Dr. Ed Wimberly
3. SOI’s By-Laws (Item C-3)
SOI ADMINISTRATION 4. Narrative: SOI’s Financial Procedures (Item C-4)
Rodney Suddith 5. Top Ten Considerations For Fund Raising In Turbulent Times (Item C-5)
Executive Director
6. Information and Contact Directories (Item C-6)
Morgan Allen
Operations & Communications a. SOI Board of Directors
Director
b. SOI Staff
Deborah Hallgren
Administrative Director
Sam Casey
Dustin Swinehart
Asst. Executive Director
Don Brenneman
Program Development
Coordinator
Steve Clark
Special Projects Coordinator
Steve Long
Camp Development Coordinator
Date April 24-25, 2009
APPENDIX ITEM INFORMATION Item Number C-1

Appendix Number 1
Sports Outreach Institute Staff Job Descriptions

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
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 for Executive Director (Administrative Duties – Phase II) 1|Page
[POSITION DESCRIPTION: OPERATIONS & COMMUNICATIONS DIRECTOR] Morgan Allen

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. Assistant to the Executive Director:
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 team-ministry with the entire ministry life in view:
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. Support Ministry Travel Arrangem ents and Logistics:
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 Resources 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. Facilitate various ministry projects and assignments as necessary.
Position Description for Morgan Allen 1|Page

[POSITION DESCRIPTION: OPERATIONS & COMMUNICATIONS DIRECTOR] Morgan Allen
B. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY FINANCIAL & BUSINESS OPERATIONS
1. Financial Operations:
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. Financial 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. Expenses 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. Marketing Communications:
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 Electronic Communications:
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 Systems:
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 for Morgan Allen 2|Page

[POSITION DESCRIPTION: ADMINISTRATIVE DIRECTOR] DEBORAH HALLGREN

ADMINISTRATIVE DIRECTOR
I. TITLE: Administrative Director

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.
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.
A. PROVIDE GUIDANCE AND LEADERSHIP FOR MINISTRY OFFICE MANAGEMENT
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. Direct the functions and management of the Lynchburg Headquarters Business Office:
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 Facility 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 Resources 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. Facilitate various ministry projects and assignments as necessary.
Position Description for Deborah Hallgren 1|Page

[POSITION DESCRIPTION: ADMINISTRATIVE DIRECTOR] DEBORAH HALLGREN
B. PROVIDE SUPPORT FOR MINISTRY FINANCIAL ADMINISTRATION

1. Financial 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 Reconciliation:
i. Review bank statements at end of each month
ii. Reconcile all deposits and expenses listed on bank statements with data in QuickBooks
3. Electronic Funds Transfers:
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.

A. Work Hours: Position is 35 to 40 hours +/- per week.
Position Description for Deborah Hallgren 2|Page

[POSITION DESCRIPTION: MINISTRY ADMINISTRATIVE ASSISTANT] MARY ELLEN LONGO

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.

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.

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 for Mary Ellen Longo 1|Page

[POSITION DESCRIPTION: ADMINISTRATIVE STAFF ASSISTANT] VICKIE ALVEY

ADMINISTRATIVE STAFF ASSISTANT
I. TITLE: Administrative Staff Assistant

organizational chart, while also receiving some assignments from the Assistant Administrative Director.

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.

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.
Position Description for Vickie Alvey 1|Page

[POSITION DESCRIPTION: MINISTRY PROGRAMS ASSISTANT – (INTERN POSITION)] KENDALL BARTHOLOMEW

MINISTRY PROGRAMS ASSISTANT – (INTERN POSITION)
I. TITLE: Ministry Programs Assistant

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.

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.

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.

A. As approved annually within the ministry organization budget.
Position Description for Kendall Bartholomew 1|Page

[POSITION DESCRIPTION: OFFICE ASSISTANT] Sydney Bolton

OFFICE ASSISTANT
I. TITLE: Office Assistant

organizational chart

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.
C. Work Schedule: As negotiated with the Administrative Director
Position Description for Sydney Bolton 1|Page

[POSITION DESCRIPTION: SHORT TERM TEAMS DIRECTOR] Sam Casey

SHORT TERM TEAMS DIRECTOR
I. TITLE: Short Term Teams Director
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).
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.
A. PROVIDE GUIDANCE AND DIRECTION FOR MINISTRY TRAVEL AND SHORT-TERM MISSION TEAMS
1. Team and Trip Organization and Logistics:
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. Ministry Travel 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. Marketing, Development, and Fundraising
i. Conduct, cultivate and bring to fruition support for the mission of Sports Outreach Institute from
individuals, corporations, churches, foundations and other entities.
1|Page
[POSITION DESCRIPTION: SHORT TERM TEAMS DIRECTOR] Sam Casey
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.
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.
2|Page
[POSITION DESCRIPTION: CHARLOTTE ADMINISTRATIVE COORDINATOR] AMANDA UHER

CHARLOTTE ADMINISTRATIVE COORDINATOR
I. TITLE: Charlotte Administrative Coordinator

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:

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.

A. MINISTRY AND ADMINISTRATIVE SUPPORT
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 Office 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. Facilitate other ministry or administrative assignments as directed.

B. Salary Compensation: As approved annually within the ministry organization budget.
Position Description for Amanda Uher 1|Page

[POSITION DESCRIPTION: PROGRAM DEVELOPMENT COORDINATOR] DON BRENNEMAN

PROGRAM DEVELOPMENT COORDINATOR
I. TITLE: Program Development Coordinator

B. In addition to the Executive Director, maintain close working relationships with other SOI Staff members:
Associate Executive Director and Short-Term Teams Director (Ministry Staff – Charlotte Ministry Office).

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.

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.

B. Salary Compensation: As approved annually within the ministry organization budget.
Position Description for Don Brenneman 1|Page

[POSITION DESCRIPTION: SPECIAL PROJECTS COORDINATOR] STEVE CLARK

SPECIAL PROJECTS COORDINATOR
I. TITLE: Special Projects Coordinator


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.

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.

Position Description for Steve Clark 1|Page

[POSITION DESCRIPTION: COMPASSION MINISTRY COORDINATOR] KIM CLARK

COMPASSION MINISTRY COORDINATOR
I. TITLE: Compassion Ministry Coordinator


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.

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.

Position Description for Kim Clark 1|Page


Appendix Number 2
Sports Outreach Institute Ministry Staff Leadership Organizational Chart

As information and for reference, a current and updated staff leadership organizational chart is attached.
OTHER INFORMATION
Sports Outreach Insitute Leadership Organizational Chart
Jesus Christ
Sports Outreach Insitute Board of Directors
President and Founder (Russ Carr) Executive Director (Rodney Suddith)

Lynchburg Headquarters Office
Monroe Office
Operations & Administrative
Communications Director Director
Assistant to the President
(Morgan Allen) (Deborah Hallgren)
(Sue Carr)
Administrative Assistant
(Alyssa Upole)
Assistant Admin. Staff
Ministry Programs Asst. Office Assistant Interns and
Admin. Director Assistant
(Kendall Bartholomew) (Sydney Bolton) Volunteers
(Mary E. Longo) (Vickie Alvey)
Charlotte Ministry Office U.S. Field Staff
Assistant Short-Term Program Development Special Projects Camp Development Compassion Ministry
Executive Director Teams Director Coordinator Coordinator Coordinator Coordinator
(Dustin Swinehart) (Sam Casey) (Don Brenneman) (Steve Clark) (Steve Long) (Kim Clark)
International Ministries
Charlotte Charlotte SOI Mexico SOM Kenya

Local Ministry Admin SOM Uganda
(Tim & Barb (Franklin
Coordinator Coordinator (Governance Board)
Wood) Shelimba)
(CC Reynolds) (Amanda Uher)
SOI Mexico SOM Nairobi SOM Kampala SOM Gulu

Ministry Staff Ministry Staff Ministry Staff Ministry Staff

Appendix Number 3
Sports Outreach Institute By-Laws

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
-2-
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.
-3-
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
-4-
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
-5-
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.
-6-
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.
-7-
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
-8-

Appendix Number 4
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
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.
Page 1 of 2
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,
Deborah Hallgren
Administrative Director
Page 2 of 2

Appendix Number 5
Top Ten Considerations For Fund Raising In Turbulent Times

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!

Appendix Number 6
Information and Contact Directories

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
DIRECTORY OF THE BOARD OF DIRECTORS
May, 2008
Dave Biehl (Barb) – Co-Treasurer 2460 Rivermont Avenue

680 El Bosque Road Lynchburg, VA 24503
Santa Barbara, CA 93108 434-845-6540 (H)
805-969-2031 (H) 434-845-6565 (F)
805-565-1455 (O) 434-851-3483 (C)
805-565-6988 (F) [email protected]
805-452-1867 (C) Birthday: George 6/9/44
[email protected]; [email protected] Birthday: JoAnne 7/5/43
Birthday: Dave 8/10/45 Anniversary: 4/12
Birthday: Barb 9/24/46
Anniversary: 3/23 Dr. Ken Chalfant (Sue)
209 Blumont Drive
Ron Brenneman (Loretta)
Lynchburg, VA 24503
3513 N. 160th Ave.
434-385-9431 (H)
Goodyear, AZ 85395 434-846-2202 (O)
623-792-5193 (H) 434-846-3032 (F)
623-518-9509 (F) 434-229-6180 (C)
503-869-5864 (C) [email protected]
[email protected] [email protected]
Birthday: Ron 9/5/36 Birthday: Ken 3/6/53
Birthday: Loretta 8/12/38 Birthday: Sue 10/9/57
Anniversary: 10/28/57 Anniversary: 11/7/81
Dr. Bob Bryant (Patty)
812 State Street Kathy Clenet (Alain)
Santa Barbara, CA 93101 Mailing Address: P.O. Box 779, Santa Ynez,
805-682-4623 (H) CA 93460-0779
805-966-9187 (O) Home Address: 1484 Calzada Ave.
805-966-5801 (F) Santa Ynez, CA 93460
805-455-8555 (C) 805-688-9212 (H)
[email protected] 805-688-1898 (F)
805-895-9018 (C – Kathy)
Russ Carr (Sue) – President 805-455-8376 (C – Alain)
P.O. Box 119 [email protected]; [email protected]
Monroe, VA 24574 Birthday: Kathy 9/20/52
434-929-5015 (O) Birthday: Alain 10/2/44
434-929-6211 (F) Anniversary: 11/21/92
434-941-6363 (C)
[email protected] Robby Conn – Co-Secretary
Birthday: 7/16/33 1940 Teresita Lane
Anniversary: 1/30/53 Newport Beach, CA 92660
Sue Carr (Russ) 949-646-6759 (H)
P.O. Box 119 949-646-1900 (O)
Monroe, VA 24574 949-646-1991 (F)
434-929-5015 (O) 949-293-3335 (C)
434-929-6211 (F) [email protected]
434-941-0050 (C) Birthday: 8/12/55
[email protected]
Birthday: 5/29/33
Anniversary: 1/30/53
George Caylor (JoAnne)

Jerry Corderman (Mapril) Cliff Lundberg (Diane) – Co-Treasurer
47720 Fairy Glen Drive 1156 Oriole Road
Oakridge, OR 97463 Santa Barbara, CA 93108
541-782-2396 (H) 805-969-4341 (H)
Birthday: Jerry 11/22/33 805-565-7188 (O)
Birthday: Mapril 6/7/32 805-565-7250 (F)
805-453-6777 (C)
Carl Gans (Debi) [email protected]
601 Vereda Leyenda Birthday: Cliff 2/15/44
Goleta, CA 93117 Birthday: Diane 1/20/45
805-968-5442 (H) Anniversary: 8/20/66
805-963-2011 (O)
805-963-1019 (F) Suzannah Martin
805-895-1025 (C) 4118 San Martin Way #A
[email protected] Santa Barbara, CA 93110
Birthday: 7/7 805-681-9537 (H)
Anniversary: 9/5 [email protected]
Sylvia Hamilton Dr. Ed Norman (Betty)

685 Avenida Pequena 20350 Via SanLucar
Santa Barbara, CA 93111 Yorba Linda, CA 92887
805-964-4828 (H) 714-695-9737 (H)
805-964-5364 (F) 562-903-4715 (O)
[email protected] 562-903-4761 (F)
Birthday: 11/20 714-943-2203 (C)
[email protected]
Dr. Rolland Jacks (Vee) Birthday: Ed 5/10/34
1825 Mission Ridge Birthday: Betty 8/14
Santa Barbara, CA 93103 Anniversary: 6/15
805-963-9541 (H & O)
805-963-3561 (F) Dan Ribbens (Karen)
805-689-9014 (C) 851 Cambridge Drive
Birthday: Rolland 2/7/34 805-964-4843 (H)
Birthday: Vee 10/12/35 805-964-9853 (O & F)
Anniversary: 8/7/55 805-455-3761 (C)
[email protected]
Dr. William Lindberg (Linda) Birthday: Dan 5/20
1981 Eucalyptus Hill Road Birthday: Karen 11/29
Santa Barbara, CA 93108 Anniversary: 11/3
805-969-9831 (H)
805-898-1973 (O) Casey Roberts (Kathy) – Co-Secretary
805-689-1976 (C) 41 South Ontare Road
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

STAFF DIRECTORY
April 2009
International Headquarters Monroe Office

Lynchburg, Virginia Monroe, Virginia
Mailing Address: P.O. Box 11855 Mailing Address: P.O. Box 119
Lynchburg, VA 24506-1855 Monroe, VA 24574
Street Address: 2700 Langhorne Road Street Address: 137 Shadow Oaks Drive
Lynchburg, VA 24501 Amherst, VA 24521
434-528-2516 (O) 434-929-5015 (O)
434-528-2517 (F) 434-929-6211 (F)
[email protected]
Carr, Russ, President and Founder of SOI
Allen, Morgan, Operations & Communications 434-941-6363 (C)
Director [email protected]
1141 Homestead Gardens Ct. Apt 38
Forest, VA 24551 Carr, Sue, Assistant to the President
434-258-6139 (C) 434-941-0050 (C)
Alvey, Vickie, Administrative Staff Assistant
107 Bellwood Dr Upole, Alyssa, Admin Assistant to Monroe Office
Lynchburg, VA 24501 1344 Pine Bluff Drive
434-821-3739 (H) Lynchburg, VA 24503
Bartholomew, Kendall, Ministry Programs Assistant

1999 Thaxton Mountain Road Charlotte Office
Thaxton, VA 24174 Charlotte, North Carolina
540-330-9598 (C) Mailing Address: P.O. Box 1435
[email protected] Matthews, NC 28106
Street Address: 8934 Idlewild Road
Bolton, Sydney, Administrative Staff Assistant Charlotte, NC 28227
302 Rowland Dr. 980-939-1129 (O/F)
Lynchburg, VA 24503
434-528-4524 (H) Casey, Sam¸ Short-Term Teams Director
[email protected] 214 Matthews Crossing
Matthews, NC, 28105
Hallgren, Deborah, Administrative Director
704-962-1777 (C)
2401 Old Forest Rd.
[email protected]
Lynchburg, VA 24501
434-384-0454 (H), 434-258-5906 (C)
Swinehart, Dustin, Associate Executive Director
[email protected]
3301 Mill Race Rd.
[email protected]
Charlotte, NC 28270
Longo, Mary Ellen, Finance/Administrative Assistant 704-965-5080 (C)
2228 Woodcrest Dr. [email protected]
Lynchburg, VA 24503
434-386-6685 (H) Uher, Amanda, Charlotte Admin Coordinator
[email protected] 3210 Open Field Ln.
Apt 816 Charlotte, NC 28226
Suddith, Rodney, Executive Director 980-322-7876 (C)
2409 Mimosa Drive [email protected]
Lynchburg, VA 24503
434-944-0573 (C)
[email protected]
West Coast Staff Members Mexico Staff Members
Brenneman, Don Wood, Tim, Director of Latin America Programs
Mailing Address: P.O. Box 231237 Wood, Barb, Asst. Dir of Latin America Programs
Portland, OR 97281 Calle Pedro Ascencio Pte. 17
Home Address: 14680 SW 141st Avenue Ometepec, Gro. C.P. 41707 Mexico
Portland, OR 97224 1-802-473-7413 (U.S. phone);
503-579-3352 (O);503-521-9038 (F); 011-52-741-41-212-37 (H & F)
503-579-2965 (H); 503-539-0861 (C) [email protected]
[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]
AFRICA STAFF MEMBERS
NAIROBI, KENYA KAMPALA, UGANDA
Shelimba, Franklin Barungi, Fred

Director: Kenya Sports Outreach Ministry SOM Governance Board; Advisor for GNFC;
P.O. Box 731, Code# 00100 Assistant for African Programs
Nairobi, Kenya P.O. Box 30034, Kampala, Uganda, East Africa
011-254-203-587-148 (O) [email protected]
011-254-722-814-038 (C)
Kibedi, Sam
[email protected] (2 alpha ls)
Director of Discipleship Development;
[email protected]
Co-Director of Street Children’s Project;
Coord. of SOM Development in N & E Uganda
Nairobi Ministry Staff
Kibedi, Ritah
Adhiambo, Carolyn Shelimba, Franklin
Coordinator of Children’s Ministry, Uganda;
Donne, Wario Upiyo, Charles
Assistant, Street Children’s Project
Kimathi, Joseph Wachira, Carolyn
Lubembe, Arther Driver: Peter P.O. Box 30034
Kampala, Uganda, East Africa
Nairobi Teachers
Kanini, Shelia Nzisa, Felistus Lutaaya, Mitchell
Karunja, Bernard Nzuki, Joel Assistant Director: Good News F. C. Program
Kinyajui, Peter Okiyo, Susan P.O. Box 8890, Kampala, Uganda, East Africa
Nduku, Martha Omeri, Cecilia 011-256-772-425-167 (C)
Ngila, Thomas [email protected]
[email protected]
(Africa Staff Continued) GULU, UGANDA
Kyazze, Aloysius
Mwesiga, Barnabas (Mary)
Director of Good News F.C. Program; Director of Baseball
Kyazze, Esther
Development/Outreach; Co-Director of Street Children’s Director of Traumatized Children’s Project;
Project; Coordinator for Visiting Groups; Coordinator of Coordinator of SOM Development in N. Uganda & S.
SOM Transportation; Sudan; Coordinator of Chaplaincy Program
SOM Governance Board Development in Uganda Sports Outreach Ministry, Gulu
P.O. Box 30034 P.O. Box 496
Kampala, Uganda, East Africa Gulu, Uganda, East Africa
011-256-414-285-861 (F); 011-256-782-874-681 (C – Esther)
011-256-772-552-046 (C) 011-256-772-653-299 (C – Aloysius)
[email protected]
Gulu Leadership Staff
Mwesigwa, Joy (Tim) Aberleki, Irene Namusole,Lydia
Chairperson,Governance Committee Babirye, Annet Namusole, Olivia
Kampala School for Physically Handicapped Kayazze, Aloysius Ninsiima, Moureen
P.O. Box 14278, Kampala, Uganda, East Africa Kayazze, Esther Opio, Felix
011-256-414-272-128 (O & F); Lutwaama, Edie Otim, Bernard
011-256-772-696-522 (C) Nabassa, Maureen
[email protected]
Gulu Good News Ministry Team
Ssekintu, Olivia Adohnpiny, Christine Lamaro, Jennifer
Office Manager: SOM Office Adokrach, Millie Malinga, Simon
P.O. Box 30034 Aromo, Grace Mutyasa, Gerald
Kampala, Uganda, East Africa Laker, Joyce
011-256-414-272-128 (O & F)
Gulu Teachers
Kampala Leadership Staff Adyero, Agnes Apiyo, Anna Eva
Barungi, Fred Anena, Dora Okello, David
Kibedi, Ritah Angom, Paska Ogwal, Catherine
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 Staff: USA
Mugenyi, Patrick Ziwa, Herbert Full-time………………….….…...10
Driver: Asimwe,Wilfred 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

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Friday, April 24, 2008

BOARD OF DIRECTORS MEETING 3:00 PM to 8:00 PM

SOI BOARD MEMBERS

8. Closing Prayer, Adjournment, Dinner Casey Roberts

SOI BOARD MEMBERS

AGENDA ITEM INFORMATION Item Number A-1

Board Committee Manual

Sports Outreach Institute Board of Directors Standing Committee Manual

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

Sports Outreach Institute Board of Directors Standing Committee Manual

Sports Outreach Institute Board of Directors Standing Committee Manual

General Responsibilities for SOI Committee Chairs

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

Sports Outreach Institute Board of Directors Standing Committee Manual

Sports Outreach Institute Board of Directors Standing Committee Manual

Sports Outreach Institute Board of Directors Standing Committee Manual

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

Sports Outreach Institute Board of Directors Standing Committee Manual

1. Board Role and Responsibilities

Sports Outreach Institute Board of Directors Standing Committee Manual

Sports Outreach Institute Board of Directors Standing Committee Manual

Scope of Authority and Lines of Accountability:

1. Perform policy work.

Sports Outreach Institute Board of Directors Standing Committee Manual

Title: Chairman of the Board

Elected By: The Board of Directors

Length of Term: one year

Reports To: The Board of Directors

Support: Executive Director

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

Sports Outreach Institute Board of Directors Standing Committee Manual

Title: Vice-Chairman of the Board

Elected By: The Board of Directors

Length of Term: one year

Support: The Chairman of the Board

1. Be Attend all board meetings.

Sports Outreach Institute Board of Directors Standing Committee Manual

Title: Treasurer of the Board

Length of Term: one year

Sports Outreach Institute Board of Directors Standing Committee Manual

Title: Secretary of the Board

• To ensure that actions of the board are documented

Length of Term: one year

Sports Outreach Institute Board of Directors Standing Committee Manual

AGENDA ITEM INFORMATION Item Number B-1

Meeting Minutes – Fall Board Meeting – September 26, 27, 2008

MINUTES FOR BOARD OF DIRECTORS MEETING

3 - Staff Members Present: Rodney Suddith.

4 - Minutes of Board Spring Meeting

6 – Santa Barbara Sub-Committee Introduction of Seven Challenges