Complete Packet
Complete Packet
Complete Packet
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
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.
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.
In addition to duties of a general board member, committee chairs will handle the following primary
responsibilities:
Sending committee meeting minutes to the board secretary no later than one week after the committee meeting
and before the next board meeting
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
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:
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:
Charge: The executive committee is responsible for working in support of, or occasionally in place of, the full
board of directors.
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:
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
Responsibilities
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.
Responsibilities
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
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
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.
SUMMARY / DESCRIPTION
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
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.
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.
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.
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.
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.
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.
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.
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.
Fred Sanborn indicated that the Spring Board Meeting would be held on April 24 and 25, 2009.
12 – Season of Prayer
13 – Adjournment
Fred Sanborn called the adjournment of the 2008 Fall Board Meeting.
Date April 25, 2009
Omnibus Motion
From: Rodney Suddith, executive director
SUMMARY / DESCRIPTION
The following items are presented in one omnibus motion for consideration by the board:
1. Housing Allowances
a. Don Brenneman
i. $45,792 annually
ii. Request form attached
b. Steve Long
i. $29,580 annually
ii. Request form attached
c. Dustin Swinehart
i. $43,320 annually
ii. Request form attached
2. Retention of CPA
a. Robert A. Morse, CPA
b. Retained to review and prepare the annual audit of SOI’s accounting.
c. Retained to provide ongoing advice and feedback to the administrative staff.
3. Fall Board Meeting Date
a. Friday/Saturday, September 25 and 26, 2009
OTHER INFORMATION
Disposition: Action
Recommendation: The Executive Director recommends approval of the omnibus motion.
Date April 25, 2009
SUMMARY / DESCRIPTION
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.
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.
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
SUMMARY / DESCRIPTION
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
SUMMARY / DESCRIPTION
The Fiscal Year 2009-2010 proposed budget follows a new, revised format in order to present comprehensive
information in an organized and readable manner. The proposed budget is a reflection of the organizations
priorities that are a result of input from both U.S. and International staff.
The budget document consists of ten major sections:
1. Overview Sheet:
a. These two pages include a summary of the details of the entire budget broken out in the
subsequent sections.
2. U.S. Ministry Offices
a. This section includes the overall costs to operate the three SOI offices in the United States,
with the bulk of the administrative work occurring in the Lynchburg Office.
3. U.S. Ministry Staff*
a. This section shows the breakdown of salary and other expenses for each staff member
responsible for raising support.
4. Fundraising
a. The items in this section are used to cover expenses for the monthly newsletter, other
publications, fundraising events, and other various marketing pieces.
5. Programs / Projects
a. This section includes items for special programs or projects both in the U.S. and Africa.
6. Mexico
a. This section breaks down all ministry expenses for Mexico. The Woods are primarily
responsible for raising this income with some support from the Lynchburg Office (newsletters,
etc.)
7. Kampala, Uganda
a. This section includes all expenses for the ministry in Kampala.
b. This proposed budget includes the following additions to the Kampala Ministry:
i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program
Development), Aids Ministry, Discipleship Training, Micro Enterprise.
8. Gulu, Uganda
a. This section includes all expenses for the ministry in Gulu.
b. This proposed budget includes the following additions to the Gulu Ministry:
i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program
Development), Aids Ministry, Discipleship Training, Micro Enterprise, Transportation
(vehicle expenses).
9. Nairobi, Kenya
a. This section includes all expenses for the ministry in Nairobi.
b. This proposed budget includes the following additions to the Nairobi Ministry:
i. Ministry Outreaches, Office Expense, Staff Development, Dare to Grow (Program
Development), Discipleship Training, Micro Enterprise, Transportation (vehicle
expenses).
10. Ministry Growth Projects
a. These are “wish-list” items the administration would pursue as the Lord allows extra income
for the ministry.
With the overhaul and restructuring of the budget, the actual budget total decreases by 4.4% from the current
fiscal year. However, the proposed budget is “reality based”, meaning we are likely to have expenditures equal
to the budget projections, which may increase overall actual operating cost.
*U.S. Staff: The overview sheet shows a different total for the U.S. Ministry Staff than the total on the break down page for this category.
This is because the overview shows what the actual cost of the staff member is while the break down page includes a ten percent
administrative fee that each staff member is responsible to raise to help fund the budgeted expenses of the U.S. Ministry Offices.
OTHER INFORMATION
Disposition: Action
Recommendation: The Executive Director recommends approval of the 2009-2010 Proposed Budget.
SOI 2009-2010 Fiscal Year Budget Overview and Totals
Expense Category Total Notes
Fundraising (3000)
Publications (3010) $28,800.00
Awareness Events (3015) $4,500.00
Multimedia/Video (3020) $2,000.00
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
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
Gulu (7200)
Leadership Staff (7211) $18,490.00
Aloysisu & Eshter Kyazze (7211-1) $9,750.00
Good News Ministry Team (7212) $7,070.00
Teachers (7214) $7,500.00
Ministry Programs (7215) $9,100.00
Feeding Program (7216) $12,000.00
Sports Ministry/Outreaches (7217) $1,440.00
Education (7218) $4,000.00
Vocational Training (7219) $750.00
Aids Ministry (7220) $900.00
Discipleship (7221) $500.00
Christmas Outreaches (7222-1) $4,500.00
Micro Enterprise (7322-2) $1,200.00
Transportation (7225) $3,000.00
G.N. Community Center (7230) $52,000.00
Nairobi (7300)
Leadership Staff (7311) $16,950.00
Franklin Shelimba (7311-1) $14,910.00
Teachers (7314) $12,330.00
Ministry Programs (7315) $12,100.00
Feeding Program (7316) $13,200.00
Sports Ministry/Outreaches (7317) $1,440.00
Education (7318) $6,784.00
Vocational Training (7319) $1,000.00
Aids Ministry (7320) $4,500.00
Discipleship (7321) $500.00
Christmas Outreaches (7322-1) $4,500.00
Micro Enterprise (7322-2) $1,200.00
Transportation (7325) $3,000.00
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
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
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
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
Administrative/Program Expenses
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
Facility/Equipment Expenses
Equipment $500.00 $500.00 $1,000.00
Utilities
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
Administrative/Program Expenses
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
Multimedia/Video (3020)
Supplies $500.00
Professional Services $1,500.00
SOI 2009-2010 Fiscal Budget 4/14/2009 Progs. (4000) & Projects (5000)
Mexico (6000)
Expense Category Total Notes
School (6020)
Supplies $3,000.00
Salaries $12,000.00
Scholarships (6035)
Grants $0.00
Projects (6050)
Supplies $0.00
Timothies (7113)
Salaries $12,960.00
Education (7118)
Grants/Scholarships $12,000.00
Discipleship (7121)
Training $400.00
Supplies $100.00
Transportation (7125)
Vehicle/Auto Fuel $2,400.00
Vehicle/Auto Security $1,200.00
Equipment Maintenance $2,400.00
Teachers (7214)
Salaries $5,760.00
Expenses $720.00
Christmas Bonuses $300.00
Taxes $720.00
Education (7218)
Grants/Scholarships $4,000.00
Discipleship (7221)
Training $100.00
Supplies $400.00
Transportation (7225)
Vehicle/Auto Fuel $1,500.00
Equipment Maintenance $1,500.00
Teachers (7314)
Salaries $10,800.00
Expenses $1,080.00
Christmas Bonuses $450.00
Taxes $0.00
Education (7318)
School Rental $2,784.00
Grants/Scholarships $4,000.00
Discipleship (7321)
Training $400.00
Supplies $100.00
Transportation (7325)
Vehicle/Auto Fuel $1,500.00
Equipment Maintenance $1,500.00
SUMMARY / DESCRIPTION
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.
Sports Outreach Institute
Strategic Planning
I. 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.
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.
• 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 BURDEN-LIFTING
o Sharing the Gospel and improving the daily life of those we serve
o Galatians 6:2
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.
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
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
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.
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.
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:
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.
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.
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
Issue to be Addressed
Need to recruit younger, qualified staff members for the planned growth and transition to
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
Issue to be Addressed
The effectiveness of the ministry is hampered because of too much prayer-less activity
and a lack of on-going training opportunities for staff.
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.
Issue to be Addressed
Sports Outreach Institute does not have a written plan or strategy for development to
provide for the financial security of the organization.
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.
Issue to be Addressed
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.
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 FIVE: The Chairman or designated Finance Committee member will present the
report with recommendations to the Board of Directors during the April, 2009 meeting.
Issue to be Addressed
After 25 years of growth it is necessary to review the financial accounting and
stewardship practices of SOI.
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 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.
Issue to be Addressed
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.
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 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.
Issue to be Addressed
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.
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 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.
Issue to be Addressed
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.
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 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.
Issue to be Addressed
Examination of staff salary scale, personal support and possible addition of more
complete benefit package for employees of SOI.
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 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.
Issue to be Addressed
Need to introduce SOI to a large east coast market that will increase visibility, fund-
raising opportunities and enhance recruitment of new staff.
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.
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.
Issue to be Addressed
Need to provide a permanent office, demonstration site and training center in the USA.
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.
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.
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?
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.
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.
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
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
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.
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.
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.
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
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.
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.
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
SUMMARY / DESCRIPTION
The Santa Barbara Board Sub-Committee’s report and proposal appear as an attachment.
OTHER INFORMATION
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,
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.
SUMMARY / DESCRIPTION
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
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
Short-Term Teams Director
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
SUMMARY / DESCRIPTION
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
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.
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
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.
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.
2. Engage in team-ministry with the entire ministry life in view:
i. Provide ministry leadership support, including support for work at our international ministry sites.
ii. As necessary, travel to international ministry sites to support the executive staff.
iii. Assist the organization in staying aware of missions’ developments, especially relating to SOI’s
specific programmatic and geographic areas of ministry.
iv. Support the organization’s long, medium, and short range planning.
v. Attend meetings of the Board of Directors as necessary or requested by the Executive Director.
vi. Assist in facilitating and coordinating various ministry events/programs and logistical circumstances.
vii. Provide support in budget preparation in areas under the oversight of this position.
viii. Facilitate other various ministry projects and assignments as necessary.
V. POSITION COMPENSATION – WORK HOURS, SALARY:
A. Work Hours: Position is full time – 40 to 45 hours +/- per week.
B. Salary Compensation As approved annually within the ministry organization budget.
2|Page
[POSITION DESCRIPTION: CHARLOTTE ADMINISTRATIVE COORDINATOR] AMANDA UHER
SUMMARY / DESCRIPTION
As information and for reference, a current and updated staff leadership organizational chart is attached.
OTHER INFORMATION
Disposition: Information
Sports Outreach Insitute Leadership Organizational Chart
Jesus Christ
Sports Outreach Insitute Board of Directors
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
SUMMARY / DESCRIPTION
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
Disposition: Information
Sports Outreach Institute, Inc.
Bylaws
Article I
Name and Offices
Article II
Members and Meetings of Members
1. Membership. The members of the Corporation shall consist of the initial director and such
other persons who may be elected by vote of a majority of all of the members of the Corporation
at any semi-annual or special meeting of the members. There shall be only one class of members
which shall be designated Αmembers.≅
2. Right of Members. Every member shall have one vote at all meetings of the membership of
the Corporation. No member shall be entitled to share in the distribution of the corporate assets
upon the dissolution of the Corporation.
3. Resignation of Members. Any member may resign from the corporation by submitting a
written resignation to the president, chairman or secretary of the board of directors. The board of
directors will act upon the resignation at the next board of directors meeting.
4. Semi-annual Meetings. The semi-annual meetings of the members of the Corporation shall
be held at a place determined by the Board of Directors during the spring and fall of each year,
for the purpose of electing Directors, and for the transaction of such other business as may
properly come before the meeting.
5. Notice of Semi-annual Meetings. Notice of the time, place and purpose or purposes of the
semi-annual meetings shall be served, either personally or by mail, not less than ten nor more
than 60 days before the meeting upon each person who appears upon the books of the
Corporation as a member, and if mailed, such notice shall be directed to the member at his
address as it appears on the books of the Corporation, unless he shall have filed with the
Secretary of the Corporation a written request that notices intended for him be mailed to some
other address, in which case it shall be mailed to the address designated in such request.
6. Special Meetings. Special meetings of the members, other than those regulated by statute,
may be called at any time by the President or Chairman or by more than one-half of the then
Directors and must be called by the President, Chairman or Secretary on receipt of the written
request of one-third of the members of the Corporation.
7. Notice of Special Meetings. Notice of a special meeting stating the time, place and purpose
or purposes thereof shall be served, either personally or by mail upon each member residing
within the United States, not less than five nor more than 40 days before such meeting, and, if
mailed, such notice shall be directed to the member at his address as it appears on the books of
the Corporation, unless he shall have filed with the Secretary of the Corporation a written request
that notices intended for him be mailed to some other address, in which case it shall be mailed to
the address designated in such request.
8. Quorum. At any meeting of the members of the Corporation the presence of one-half of the
members in person or by proxy shall be necessary to constitute a quorum for all purposes except
as otherwise provided by law, and the act of a majority of the members present at any meeting at
which there is a quorum shall be the act of the full membership except as may be otherwise
specifically provided by statute or by these Bylaws. In the absence of a quorum, or when a
quorum is present, a meeting may be adjourned from time to time by vote of a majority of the
members present in person or by proxy, without notice other than by announcement at the
meeting and without further notice to any absent member. At any adjourned meeting at which a
quorum shall be present, any business may be transacted which might have been transacted at the
meeting as originally notified.
9. Voting. At every meeting of members each member shall be entitled to vote in person, or by
proxy duly appointed by instrument in writing which is subscribed by such member and which
bears a date not more than 11 months prior to such meeting, unless such instrument provides for
a longer period. Each member of the Corporation shall be entitled to one vote. The vote for
Directors and, upon the demand of any member, the vote upon any question before meeting,
shall be by ballot. All elections shall be had and all questions decided by a majority vote of the
persons present in person or by proxy.
10. Waiver of Notice. Whenever under the provisions of any law or under the provisions of the
Certificate of Incorporation or by laws of this Corporation, the Corporation or the Board of
Directors or any committee thereof is authorized to take any action after notice to the members
of the Corporation or after the lapse of any period of time, if at any time before or after such
action be completed, such requirements be waived in writing by the person or persons entitled to
such notice or entitled to participate in the action to be taken or by his attorney there unto
authorized.
11. Removal of Members, Directors or Officers. Any member, director or officer may be
removed from membership or from office by the affirmative vote of two-thirds of the full
membership, registered either in person or by proxy, at any regular or special meeting called for
that purpose, for conduct detrimental to the interest of the Corporation, for lack of sympathy with
its objectives, or for refusal to render reasonable assistance in carrying out its purposes. Any
such member, officer or Director proposed to be removed shall be entitled to at least five days
notice in writing by mail of the meeting at which such removal is to be voted upon and shall be
entitled to appear before and be heard at such meeting.
SOI directors unable to attend the semi-annual board of directors meetings for a period of 2 years
will cease to be directors and will be invited to be placed on the SOI Board of Reference. This
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proposal is not retroactive; it will take effect as of the Spring board meeting 2003.
Article III
Directors
1. Election. The business and property of the Corporation shall be managed and controlled by a
Board of Directors, who shall be elected annually by the members to hold office until the next
Spring semi-annual meeting of the members or until the election and qualification of the
respective successors, except as hereinafter provided for filling vacancies. The Directors must
be members of the Corporation and shall be chosen by ballot at such meeting by a majority of the
votes of the members, voting either in person or by proxy.
2. Number. The number of the Directors of the Corporation shall be not more than 25 and not
less than 5.
3. Resignation. Any member may resign from the corporation by submitting a written
resignation to the president, chairman or secretary of the board of directors. The board of
directors will act upon the resignation at the next board of directors meeting.
4. Vacancies. Any vacancy in the board of Directors occurring during the year, including a
vacancy created by an increase in the number of Directors made by the board of Directors, may
be filled for the unexpired portion of the term by the Directors then serving, although less than a
quorum, by affirmative vote of the majority thereof. Any Director so elected by the Board of
Directors shall hold office until the next succeeding Spring semi-annual meeting of the members
of the Corporation or until the election and qualification of his successor.
5. Spring Semi-annual Meeting. Immediately after each annual election the newly elected
Directors may meet forthwith for the purpose of organization, the election of officers, and the
transaction of other business, and, if a quorum of the Directors be present, no prior notice of such
meeting shall be required to be given.
6. Special Meetings. Special meetings of the Board of Directors may be called by the president
or Chairman and must be called by either of them on the written request of any three members of
the Board.
7. Notice of Meetings. Notice of all Directors= meetings, except as herein otherwise provided,
shall be given by mailing the same at least three days before the meeting to the usual business or
residence address of the Director, but such notice may be waived by any Director. Regular
meetings of the Board of Directors may be held without notice at such time and place as shall be
determined by the Board. Any business may be transacted at any Directors= meeting. At any
meeting at which every Director shall be present, even though without any notice or waiver
thereof, any business may be transacted.
8. Chairman. At all meetings of the Board of Directors, the President or Chairman of the
board, or in their absence, a vice chairman chosen by the Directors present, shall preside.
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9. Quorum. At all meetings of the Board of Directors, a majority of the Directors shall be
necessary and sufficient to constitute a quorum for the transaction of business and the act of a
majority of the Directors present at any meeting at which there is a quorum shall be the act of the
Board of Directors, except as may be otherwise specifically provided by statute or by these
Bylaws. If at any meeting there is less than a quorum present, a majority of those present may
adjourn the meeting from time to time without further notice to any absent Director, and any take
such other and further action as is provided in Article II, Section 4, of these Bylaws.
10. Contracts and Services. The Directors and officers of the Corporation may be interested
directly or indirectly in any contract relating to or incidental to the operations conducted by the
Corporation, and may freely make contracts, enter into transactions, or otherwise act for and on
behalf of the Corporation, notwithstanding that they may also be acting as individuals, or as
trustees of trusts, or as agents for other persons or corporations, or may be interested in the same
matters as directors or otherwise; provided, however, that any such contract, transaction, or acts
on behalf of the Corporation in a matter in which the Directors or officers are personally
interested as directors or otherwise, shall be at arm=s length and not violative of the proscriptions
in the Certificate of Incorporation against the Corporation=s use or application of its funds for
private benefit; and provided further that no contract, transaction, or act shall be taken on behalf
of the Corporation if such contract, transaction, or act is a prohibited transaction or would result
in the denial of the tax exemption under 501 (c) (3) of 509 (a) (1) and 170 (b) (1) (A) (vi) of the
Internal Revenue Code and its regulations as they now exist or as they may hereafter be
amended. In no event, however, shall any person or other entity dealing with the Directors or
officers be obligated to inquire into the authority of the Directors and officers to enter into and
consummate any contract, transaction, or other action.
11. Compensation. Directors shall not receive any stated salary for their services as such. The
Board of Directors shall have power in its discretion to contract for and to pay Directors
rendering unusual or exceptional services to the Corporation, special compensation appropriate
to the value of such services.
12. Powers. All the corporate powers, except such as others provided for in these Bylaws and
in the laws of the State of Virginia, shall be and are hereby vested in and shall be exercised by
the Board of Directors. The Board of Directors may by general resolution delegate to
committees of their own number, or to officers of the Corporation, such powers as they may see
fit.
13. Duties. The Board of Directors, pursuant to the Virginia Non-Stock Corporation Act shall
present to the annual meeting of members a report, verified by the president and Treasurer or by
a majority of the Directors, showing in appropriate detail the following: (a) the assets and
liabilities of the Corporation as of the end of the fiscal year immediately preceding the annual
meeting, which shall be not more than four months prior to such meeting; (b) the principal
changes in assets and liabilities during the year immediately preceding the date of the report; (c)
the revenue or receipts of the Corporation for the year immediately preceding the date of the
report; (d) the expenses of disbursements of the Corporation during the year immediately
preceding the date of the report; (e) the number of members of the Corporation as of the date of
the report, together with a statement of increase or decrease in such number during the year
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immediately preceding the date of the report, and a statement of the place where the names and
addresses of the current members may be found. The annual report of the Directors shall be filed
with the records of the Corporation and an abstract thereof entered in the minutes of the
proceedings of the annual meeting of members.
Article IV
Officers
1. Number. The officers of the Corporation shall be President, Chairman, Vice Chairman,
Secretary, Treasurer, and such other officers with such powers and duties not inconsistent with
these Bylaws as may be appointed and determined by the Board of Directors. Any two offices,
except those of President and Secretary, may be held by the same person.
2. Election, Term of Office and Qualification. The President shall be elected annually by the
Board of Directors from among their number, and the other officers shall be elected annually by
the Board of Directors from among such persons as the Board of Directors may see fit, at the
first meeting of the Board of Directors after the annual meeting of members of the Corporation.
3. Vacancies. In case any office of the Corporation becomes vacant by death, resignation,
retirement, disqualification, or any other cause, the majority of the Directors then in office,
although less than a quorum, may elect an officer to fill such vacancy, and the officer so elected
shall hold office and serve until the first meeting of the Board of Directors after the annual
meeting of members next succeeding and until the election and qualification of his successor.
4. President. The President or Executive Director shall preside at all meetings of staff
members. The President and/or Chairman shall preside at all meetings of the Board of Directors.
The President shall have and exercise general charge and supervision of the affairs of the
Corporation and shall do and perform such other duties as may be assigned to him by the Board
of Directors; this includes overseeing the financial matters of the organization. In cases where
the President or Chairman (see #5 below) is unable to perform the duties of President, the Board
of Directors may authorize the Executive Director to assume such duties of the President as are
critical to the functioning of the organization until such time as the Board of Directors can rectify
any situation that requires their attention and review.
5. Chairman. At the request of the President, or in the event of his absence or disability, the
Chairman shall perform the duties and possess and exercise the powers of the President; and to
the extent authorized by law the Chairman shall have such other powers as the Board of
Directors may determine, and shall perform such other duties as may be assigned to him by the
Board of Directors. The Vice Chairman shall perform the duties of the chairman in the event the
chairman is unable to conduct his/her responsibilities due to illness or other factors.
6. Secretary. The Secretary shall have charge of such books, documents, and papers as the
Board of Directors may determine and shall have the custody of the corporate seal at such time
as one is obtained. He shall attend and keep the minutes of all the meetings of the Board of
Directors and members of the Corporation. He shall keep a record, containing the names,
alphabetically arranged, of all persons who are members of the Corporation, showing their places
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of residence, and such book shall be open for inspection as prescribed by law. He may sign with
the president or Chairman, in the name and on behalf of the Corporation, any contracts or
agreements, authorized by the Board of Directors, and he may affix the seal of the Corporation.
He shall, in general, perform all duties incident to the office of secretary, subject to the control of
the Board of Directors, and shall do and perform such other duties as may be assigned to him by
the Board of Directors.
7. Treasurer. The Treasurer, along with the president, shall have the custody of all funds,
property, and securities of the Corporation, subject to such regulations as may be imposed by the
Board of Directors. He may be required to give bond for the faithful performance of his duties,
in such sum and with such sureties as the Board of Directors may require. When necessary or
proper he may endorse on behalf of the Corporation for collection checks, notes, and other
obligations, and shall deposit the same to the credit of the Corporation at such bank or banks or
depository as the Board of Directors may designate. He, the President, the Executive Director
and Finance Director, shall sign all receipts and vouchers together with such other officer or
officers, if any, as shall be designated by the Board of Directors. He, the President, the Executive
Director, and other administrative officers or board members deemed appropriate by the
administration or Board of Directors shall individually or in tandem sign all checks issued by the
Corporation. He, the President, the Executive Director, the Finance Director and any such
officers designated by the board of directors shall oversee all bills of exchange and promissory
notes issued by the Corporation, except in cases where the signing and execution thereof shall be
expressly designated by the Board of Directors by these Bylaws to some other officer or agent of
the Corporation. He, the president, or the executive director shall make such payments as may be
necessary or proper to be made on behalf of the Corporation. He, the president, the executive
director and the director of finance shall enter regularly on the books of the Corporation to be
kept by them for the purpose of full and accurate account of all moneys and obligations received
and paid or incurred by them for or on account of the Corporation, and they shall exhibit such
books at all reasonable times to any Director or member on application at the offices of the
Corporation. He shall, in general, perform all the duties incident to the office of treasurer,
subject to the control of the Board of Directors. No loans or borrowing of money shall be entered
into on behalf of the corporation without the expressed written approval of 2/3 of the members of
the board of directors.
8. Removal. Any officer may be removed from office by the affirmative vote of two-thirds of
all of the Directors at any regular or special meeting called for that purpose, for nonfeasance,
malfeasance, or misfeasance, for conduct detrimental to the interests of the Corporation, for lack
of sympathy with its objectives or for refusal to render reasonable assistance in carrying out its
purposes. Any office proposed to be removed shall be entitled to at least five days= notice in
writing by mail of the meeting of the Board of Directors at which such removal is to be voted
upon and shall be entitled to appear before and be heard by the Board of Directors at such
meeting.
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Article V
Agents and Representatives
The Board of Directors may appoint such agents and representatives of the Corporation with
such power and to perform such acts or duties on behalf of the Corporation as the Board of
Directors may see fit, so far as may be consistent with these Bylaws, to the extent authorized or
permitted by law.
Article VI
Contracts
The Board of Directors, except as in these Bylaws otherwise provided, may authorize any officer
or agent to enter into any contract or execute and deliver any instrument in the name of or on
behalf of the Corporation, and such authority may be general or confined to a specific instance;
and unless so authorized by the Board of Directors, no officer, agent or employee shall have any
power or authority to bind the Corporation by any contract or engagement, or to pledge its credit,
or render it liable pecuniarily for any purpose or to any amount.
Article VII
Prohibition Against Sharing in Corporation Earnings
Article VIII
Amendments
1. By Directors. The Board of Directors shall have the power to make, alter, amend, and repeal
the Bylaws of the Corporation by affirmative vote of a majority of the Board, provided, however,
that the action is proposed at a regular or special meeting of the Board and adopted at a
subsequent regular meeting, except as otherwise provided by law. All Bylaws made by the
Directors may be altered, amended, or repealed by the members.
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2. By Members. The Bylaws may be altered, amended, or repealed at any meeting of members
of the Corporation by a majority vote of all members, represented either in person or by proxy,
provided that the proposed action is inserted in the notice of such meeting.
Article IX
Exempt Activities
Notwithstanding any other provision of these Bylaws, no member, Director, officer, employee or
representative of this Corporation shall take any action or carry on any activity by or on behalf of
the Corporation not permitted to be taken or carried on by an organization exempt under 501(3)
(c) of the Internal Revenue Code and its Regulations as they now exist or as they may hereafter
be amended, or by an organization contributions to which are deductible under 170 (b) (1) (A)
(vi) of such Code and Regulations as they now exist or as they may hereafter be amended.
Revised: 9-29-07
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Date April 24-25, 2009
SUMMARY / DESCRIPTION
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
Disposition: 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
Date April 24-25, 2009
SUMMARY / DESCRIPTION
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
Disposition: 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.
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!
Date April 24-25, 2009
SUMMARY / DESCRIPTION
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
Disposition: Information
Sports Outreach Institute, Inc.
DIRECTORY OF THE BOARD OF DIRECTORS
May, 2008
SOI – Monroe
P.O. Box 119
Monroe, VA 24574
434-929-5015 (O)
434-929-6211 (F)
[email protected]
[email protected]