Essentials of Nonprofit Management for Bridges International OSU

ESSENTIALS OF NON-PROFIT MANAGEMENT FOR BRIDGES INTERNATIONAL 1
Essentials of Non-Profit Management for Bridges International
(July 19, 2012)
Christopher L. Kauffman
Wesley Seminary

Abstract
Bridges International (BI) is a religious student organization that ministers to the 6,000
international students, scholars and their family members at The Ohio State University and is
presented as the model for discussion and application of principles related to its strategic
management, organizational behavior, marketing and outreach, and managerial ethics. BI relies
upon an annual ministry plan to implement its outreach and is developed through an ongoing
strategic planning process based upon a SWOT analysis. Discussion and assessment of BI’s
organizational behavior identify its leadership effectiveness, need for training leaders for vision
and mission ownership, and the importance of delegating responsibilities. Additionally, the
analysis of small group structures, projections for implementing organic cell groups, rational for
establishing a multidivisional structure, and bridging generational leadership gaps are examined.
Though discussion of BI’s marketing and outreach plan improvement in segmenting BI’s market
and determining mission needs would assist BI in reaching a greater audience. Thus, a properly
implemented marketing and outreach plan would help create brand identity and advance BI’s
mission successfully and serve its audience more effectively. The principles of ethical decision-
making, covenantal management theory, and the values of ethical behavior and accountability
are essential to the professional integrity and success of BI as a Christian parachurch ministry
and are detailed and applied to its ministry context. A prognosis of the next 10-years is provided
that considers expansion of BI beyond its current ministry community.
Keywords: internationals, ministry, strategic, planning, implementation, evaluation, small group
structure, cell groups, multidivisional structure, marketing, outreach, ethics, management,
accountability.

Essentials of Non-Profit Management for Bridges International
Bridges International (BI) is an authorized religious student organization at The Ohio
State University (OSU) and was established in 2004 as the international student ministry of
Campus Crusade for Christ (Cru). BI ministers to a transient university population, with a turn-
over rate of 90% every 9-12 months, nevertheless the Lord continues to bear fruit through BI’s
outreach and this past academic year (2011-12) has witnessed 16 new believers among its
ministry community. BI reports 125 new believers through its outreach since in 2004. BI’s
primary ministry focus is the Friday Night Fellowship, which offers a free dinner and Bible study
for children and adults, and is attended predominately by Chinese university students, visiting
scholars, post-doctoral researchers, and their family members. Since 2007 BI has averaged 65
internationals in weekly Bible study, 50 in its English language program, and 12 in discipleship
training programs. There are over 6,000 internationals at OSU, mostly Chinese, representing
approximately 120 nationalities. Day-to-day operations and the annual ministry plan are
implemented under direction of the BI staff, in collaboration with OSU student leaders and
community volunteers, which provides a continuum of leadership in the midst of an ever
changing, transient university population. BI operates under a constitution approved by OSU
must provide annually a roster of students in its group, an audit of funds, and goals.
Strategic Management
The strategic planning process is an essential component of Bridges International’s (BI)
annual ministry plan (AMP) and includes the stages of strategy formation, implementation, and
evaluation as described by Smith and Wright (2011, p. 75-112). Drucker (1990) is also
consulted as a source for understanding improvement strategies and organizational innovation
(pgs. 59-71). Concerning planning elements, Lynn (2011) offers key insights concerning “The

Process of Change” (pgs. 155-167) as does Whitesel (2004) who addresses “Missteps in
Innovation” (pgs. 85-95) and “Missteps in Evaluation “(pgs. 97-107). The BI leadership team
evaluates its strategic plan annually, utilizes SWOT analysis to assess priorities, and
consequently determines the direction of ministry for the next year based upon dynamics
described in the “Situational Analysis for Contextualized Ministry” (see Appendix A). Strategic
planning is an ongoing process that provides appropriate checks and balances for the direction of
BI and serves as a platform for evaluation and continuous improvement.
Assessment of SWOT Analysis and Rating of Internal and External Factors
BI utilizes the SWOT analysis (see Appendix B) to evaluate its “Internal Environments”
which identify those factors over which it has control and likewise appraises its “Core
Competencies” to define what it does well (see Appendix C). Beyond internal environments,
“External Environments” are assessed which identify factors beyond the control of BI that have
an impact on its effectiveness and should be avoided or minimized (see Appendix B).
Additionally, “External Threats” that affect BI’s community and impact how BI would evaluate
its external environment are specified in Appendix D. Internal Factor Evaluation (IFE) includes
an assessment of how well BI is addressing its various strengths and weaknesses and can assist in
the process of summarizing relationships between internal factors (see Appendix E). Likewise,
the External Factor Evaluation (EFE) applies assessment principles to the external opportunities
and threats that affect BI (see Appendix F). Both the IFE and EFE utilize a “Total Weighted
Score” (TWS) that reflects BI’s effectiveness in addressing identified factors and an assessment
of BI’s IFE Matrix resulted in a TWS of 1.95, indicating a weak internal organization, and an
EFE Matrix TWS of 2.65, indicating a positive organizational response to external factors. This
process is effective in revealing underlying factors that hinder BI’s growth internally, identify

shortfalls in addressing BI’s external environment, and prompt proactive change to address
detected issues. Strategies to address BI’s weak internal factors and capitalize on its positive
external factors are discussed later, under “Strategic Management Implementation Plan.”
Assessment of Strategy Formation and Implementation
The “Statements of Ministry, and Mission, and Vision” (see Appendix G) coupled with
results of the IFE and EFE direct BI through the “strategy formation” process which utilizes
several essential tools for determining strategy effectiveness. For example, the “TOWS matrix”
is used to identify strategies that BI could employ to build on strengths to address opportunities
and threats (see Appendix H). Likewise, ascertaining opportunities and threats help BI clarify
how to best respond to weaknesses. In addition to the TOWS matrix, BI approaches strategy
formation through brainstorming and gleaning ideas from others that fit its local context.
Furthermore, BI implements the “Quantitative Strategic Planning Matrix” (QSPM) and the
corresponding “Total Attractiveness Score” (TAS) to determine the potential effectiveness of
each of the key factors assessed and differentiate between two potential strategies, as modeled in
Appendix I. Subsequent to strategy formation BI determines its approach to “strategy
implementation,” which is based upon the foundational work determined by the elements of the
strategic plan. An AMP is developed from the strategy formation process and implemented
through the BI leadership team. A sample ministry plan with time, dates, locations, and persons
responsible for implementation is provided in Appendix J. The BI AMP is based upon a
thorough evaluation strategy that incorporates different measures to assess growth and
encompasses factors such as growing in maturity, unity, favor, and numbers as suitable criteria
(see Appendix K).
Strategic Management Implementation Plan Based on TOWS Matrix

Utilizing the results provide by compilation of the TOWS Matrix BI has created a
Strategic Management Implementation Plan (SMIP) to address strength-opportunities strategies,
weaknesses-opportunities strategies, strength-threat strategies, and weaknesses-threats strategies
(see Appendix L). For each strategy BI delineates an implementation goal, specifies the
person(s) responsible with corresponding due dates, and designates assessment criteria-indicators
of success. Among key outcomes expected as a result of BI’s execution of the SMIP are
establishment of partnership agreements with local churches, revision of the leadership
development and training program, expansion of engagement with the larger international and
Christian community at OSU, establishment of a partnership plan with local Cru movement,
creation of a “media manager” position and other position descriptions to foster recruitment of
personnel and enable expansion of leadership team, establishment of evaluation tools and
feedback mechanisms for use by leaders and BI’s ministry community, and to move towards
establishment of a “board of directors” from among the OSU community. The BI leadership is
committed to execution of the SMIP as presented and in tracking successful outcomes through
ongoing evaluation, plan revision, and subsequent redeployment as needed to realize the true
potential envisioned in this document. The SMIP in concert with recommendations enacted
through the implementation plans for organizational behavior, marketing and outreach, and
managerial ethics would position BI well to fulfill its mission and vision for international
ministry at OSU in a manner that brings honor and glory to God and empowers the fulfillment of
the “Great Commission” in the spirit of the “Great Commandment.”
Organizational Behavior
Organizational behavior is described as the driving force behind an organization’s
response to growth dynamics, internal and external environmental pressures, and consequently,

how to become current, competitive, and agile in reaction to those dynamics and pressures
(Smith and Wright, 2011, p. 135). In discussing BI’s organizational behavior and leadership
effectiveness, the context for assessment is based upon criteria presented by Smith and Wright
(2011, p. 13-25, p. 133-153) and Whitesel (2004, p. 133-149) which encompasses the facets of
leadership, motivation, teamwork, and adapting management structures to enable an appropriate
response to organizational growth dynamics and pressures (Smith and Wright 2011, p. 134).
Leadership Assessment
On the topic of organizational behavior, Smith and Wright (2011) state leadership is,
“…one of the most crucial factors in creating and sustaining organizational growth and health”
(p. 136). Effective leadership in BI’s context is founded upon stating a “clear purpose,” utilizing
a well-developed strategic plan, and adherence to delineated philosophy of ministry, vision, and
mission statements. In assessing BI’s organizational behavior, BI needs to better articulate its
“clear purpose” through the whole leadership team and seek to permeate the entire organization
with ownership of its direction and purpose through ongoing training and development
initiatives. While BI spends considerable time, effort, and energy on motivating its leaders, upon
researching this topic it appears that BI could incorporate improvements regarding its
methodology and better motivate leaders on what, where, when, how, and why we do what we
do (see Appendix M). In retrospect, BI needs to spend more time “vision casting” for the
leadership team about its mission, and his or her role in it, to gain greater ownership and support
for implementation of the AMP. As BI integrates “diffusion theory” (Smith and Wright, 2011, p.
139-140) into practice, and expresses these ideas through shared ownership and delegation of
responsibilities, the organization could expect more efficient and effective implementation of

ministry as team “commitments and covenants” are better articulated for its leaders (see
Appendix N).
Small Group Assessment
Information presented by Smith and Wright (2011, p. 140) and Whitesel (2004, p. 139-
149) provides the basis for our evaluation in this area. Last year BI hosted four small groups as
sub-sets of its primary Friday Night Fellowship (FNF) large group, however, there is potential to
reform our fellowship into more “organic cell groups” (see Figure 1, pg. 49). Based upon
assessment of BI’s small group structure nine additional “organic cell groups” could be added to
our FNF large group offerings (see Appendix O) that could diversify the nature and character of
our ministry by reaching out to new cultural groups and pockets of unreached peoples on our
campus. These new cell groups would help address BI’s Composite Maturation Number (CMN)
of 27% (see Appendix P) as based upon calculations derived from Whitesel (2001, Chapter 10).
As Barrett et al (2004) proposes, spiritual formation best takes place in small groups (p. 68) and
the openness and comradely that occurs in the context of small groups cannot be overlooked.
Organizational Structure Assessment
As staff, student leaders, and community volunteers join BI and the ministry community
grows, it seeks to implement a multidivisional “organic cell group” structure to better manage
diversification while integrating a broader participation in our FNF (see Figure 2, p. 50). To
accomplish this BI will need to build upon its existing leadership structure and incorporate
additional leaders to successfully implement the different ministry foci of a multidivisional
structure. At present BI is “morphing” through a growing process, with elements of the
fellowship-simple structure, while simultaneously expanding its ministry, developing leaders,
and offering a greater variety of “organic cell group” options to enhance diversification.

Subsequently, BI will foster growth through the next stages of organizational development as it
employs a multidivisional “organic cell group” structure and delegates responsibility to team
leaders.
Team Environment Assessment
Concerning BI’s team environment, the full-time and part-time staff leadership are
Boomers while the student leaders are Generation Y, thus attention needs to be given to the
generational difference between the BI staff and the younger, undergraduate college students that
comprise our leadership team. Some discussion, from a secular view, is offered by Hammill
(2005, Online content) in an article entitled, “Mixing and Managing Four Generations of
Employees” where he writes, “To work effectively and efficiently, to increase productivity and
quality, one needs to understand generational characteristics and learn how to use them
effectively in dealing with each individual.” Additionally, Whitesel (2007) encourages BI’s
Boomer leaders that, “organic leaders are connected” and that “close relationships” need to be
fostered beyond just leader, co-leader, and follower roles (p. 187). Thus, BI needs to consider
the separation of generations in its leadership style to be better connected not only with our
ministry audience, but with BI’s own leadership team as well.
Concerning generational issues within BI’s ministry community, one article suggests that
Chinese do respond differently to messages depending on his or her age, Rashid (2010, Online
content) writes, “…Chinese professionals over the age of 30 responded with affective
commitment to change messages that emphasized "valence" or the value of the change to the
individual (i.e. "what's in it for me?"). Chinese professionals under 30, on the other hand,
responded with affective commitment more for "discrepant" messages, or those that emphasized

the importance of the change for the organization,” thus, BI should take note of how we
communicate with Boomers, Gen X’ers and Gen Y’ers in our ministry community.
Organizational Behavior Implementation Plan
Based upon discussion of BI’s organizational behavior, the behaviors identified for
redress include, development of effective leadership skills and strategies, training for better
vision-casting and mission ownership among the leadership team, delegation of roles and
responsibilities to empower inexperienced leaders, implementation of new “organic cell” small
group strategy to engage with pockets of unreached peoples on campus, employment of
organizational structures designed to reach new audiences through a multidivisional structure,
and development of team environments that incorporate young leaders in key planning and
decision making roles to bridge the Boomer and Y Generation gap. These areas, once addressed,
should prove beneficial in the short and long-term development of BI’s organizational behavior
and its leadership effectiveness. BI’s “organizational behavior implementation plan”
concentrates on behaviors in need of remedy, proposes appropriate goals, indicate person(s)
responsible and due dates for goal attainment, and designates assessment criteria-indicators of
success as detailed in Appendix Q.
Marketing and Outreach
Marketing and outreach represent the outward, visible expression of BI as an
organization and portray the best qualities that it has to offer. Essentially all of BI’s ministry
community comes into relationship with BI via marketing and outreach, thus, an effective plan to
address these topics is a mandatory component of BI’s AMP and Drucker (1992) and Smith and
Wright (2011) serve as the foundation of BI’s discussion on this topic. Philip Kotler identifies
marketing as, “…studying the market segmenting it, targeting the groups you want to service,

positioning yourself in the market, and creating a service that meets needs out there” (Drucker,
1992, p. 74) and defines marketing briefly as, “…finding needs and filling them.” (p. 74). Kotler
explains that “Marketing really is spurred by the presence and the increase in competition that
the institution faces in a way that is never faced before” (p. 80) and that, “A good marketing
program will build up more awareness and more loyalty or bonding with the public you are
trying to serve (p 82). Consequently, BI must continually study its ministry community and the
competitive environment in which BI works. Additionally, improvements in segmenting BI’s
market and determining needs would assist BI in creating a successful marketing and outreach
plan (MOP) and, in turn, reach a greater audience. A properly implemented MOP would help
create brand identity and differentiate BI from among the milieu of other similar organizations,
and thus, BI would advance its mission successfully and serve its audience more effectively.
Development of a Marketing and Outreach Plan
The model for creation of a MOP is based upon Smith and Wright’s (2011) presentation
of “The Four Stages of Marketing” that includes, identifying people’s needs, designing a
ministry to meet those needs, communicating about those ministries to the people who need
them, and evaluating customer satisfaction of those who participate in the ministry (p. 193). A
summary and presentation of the MOP for implementation, including delineation of the “Four
Stages of Marketing,” goals, designation of person(s) responsible, corresponding due dates, and
assessment criteria-indicators of success, is presented in appendix R.
Plan Stage 1: Outreach Research Process and Identification of Mission Needs.
Through an annual evaluation process and input from staff, students, and volunteers, BI
determines the effectiveness of its AMP and affects change, fortunately for BI, it does not suffer

from “outreach myopia” (Smith and Wright, 2011, p. 194) that might hamper planning efforts.
As BI ministers to a transient ministry community, Smith and Wright (2011) recommend
correlating BI’s mission with the needs of its community and endorse an “outreach research
process” that includes, problem definition, conducting exploratory research, formulating a
hypothesis, collecting primary and secondary data, and subsequently, identifying mission needs
(p. 195).
First, “problem definition” is initiated through BI’s assessment of its plans for strategic
management, organizational behavior, marketing and outreach, and managerial ethics. Smith
and Wright (2011) also identify “pathologies” as problems that may encumber outreach efforts;
fortunately BI does not experience any of these conditions in its current ministry context (p.
196). Furthermore, BI acknowledges that it cannot successfully minister beyond its geographical
and social reach; in terms of geography BI’s focuses on the OSU campus area which is within
12.5 miles of BI’s primary ministry location, thus, BI’s audience is within comfortable access,
related to social reach, BI is an international student ministry and reaches out to a very diverse
population, hence, BI’s mode of outreach is cross-cultural and contextualized by design (p. 197-
198).
Secondly, “conducting exploratory research” is essential given BI’s transient community,
competitive environment, and need to remain relevant in its ministry context. To accomplish
this, BI staff attends training conferences annually to assimilate new strategies that are effective
for its ministry community and contemporary culture, attended “hands-on” field training,
lead/co-lead contextualized mission trips, and routinely dialog with other ministry leaders to
learn strategies that are effective in their context. BI also invites external evaluators to assess its
AMP and soliciting such appraisal is suggested by Smith and Wright (2011, p. 198-199),

consequently, those recommendations are incorporated into BI’s AMP as part of its continuous
improvement process.
Thirdly, as BI seeks to address problems determined through assessment of its strategic,
organizational, marketing-outreach, and managerial ethics plans, “formulating a hypothesis” will
help clarify identified issues. Hypothesis formation is generated through BI’s annual evaluation
process and corresponding changes are implemented in the upcoming year’s AMP (p. 199).
Fourthly, an important component of the research process and determining hypothesis accuracy
is “collecting primary and secondary data.” Secondary data is obtained from OSU websites and
other published demographic sources while primary data is acquired via focus groups that
provide feedback on different aspects of BI’s ministry program, additionally, BI gains data by
conducting one-on-one interviews which provides insight on mission effectiveness and how well
BI is connecting with its ministry community (p. 199-201). Finally, the research and data
collection process leads BI to “identifying mission needs” that are ranked and ordered for
presentation and strategy formation (p. 201-202).
Plan Stage 2: Develop Strategies to Meet Needs of Our Mission Field.
Upon completion of Stage 1, and the documentation of BI’s mission field needs, a
“Mission Needs and Strategies Chart” is developed for BI to best ascertain appropriate strategies
in response to those needs (Smith and Wright, 2011, p. 202). BI annually completes a Stage 2
chart with contextualized outreach strategies to address the felt needs of internationals, thus BI
offers a number of different programs to engage with our ministry community (see Appendix S).
Plan Stage 3: Communication Strategy.

There are several aspects pertaining to advertising and media that BI recognizes as
essential to connect with different segments of its ministry community and most effectively with
specific audiences (Smith and Wright, p. 205). Among the advertising media alternatives, the
most relevant in BI’s context is electronic media including the internet and “smart-phones”
which are effective tools in communicating with generation Y that utilize Facebook, Twitter,
social networking, and text messaging as primary methods of communication.
Outreach Plan Stage 4: Customer Service Evaluation.
BI will develop and implement a “customer satisfaction survey” for use with specific
ministry initiatives and programs to complement its ongoing evaluation process. Consequently,
“mission needs” identification and “outreach research” will be incorporated into BI’s ongoing
continuous improvement process. Recommendations and innovation founded upon “customer
satisfaction” are instilled in BI’s Marketing and Outreach Plan as identified in appendix R.
Managerial Ethics
As it pertains to being “driven by ethics” the leadership of BI realizes the significance
and importance of this organizational quality, but does not grant ethics the proper emphasis it
deserves. Smith and Wright (2011) propose that, “Ethics can be defined as principles of conduct
within organizations that guide decision making and behavior” (p. 28). The topic of ethics is one
that warrants review because “The leader of an organization sets the moral and ethical tone for
that organization” (p. 137), and as presented by Whitesel (2004), “…organizations recognized
for their ethical behavior tend to have outside directors who, as independent voices, give advice
and counsel” (p. 25-26). Criteria for discussion of BI’s managerial ethics will draw upon the

sources listed above, the Evangelical Council for Financial Accountability (2012, Online
content), and The Volunteers of America Code of Ethics (2012, Online content).
Principles of Ethical Decision Making and Covenantal Management Theory
Concerning ethics, Alexander Hill envisions three biblically derived principles (a.k.a. the
three-legged stool) as underpinnings for all Christian ethical decisions and are identified as (1)
right actions, (2) just actions, and (3) acting in love (Smith and Wright, 2011, p. 31). The first
leg of the stool, “right actions,” directs BI’s priorities to be God, family, and career in that
sequence, recognizing many of today's ethical dilemmas occur as leaders mistakenly promote
careers above family and God, “right actions” include BI’s commitment to ethical purity,
personal accountability, and decision making rooted in humility (p. 32). The second leg of
ethical decision making is “just actions” and challenges BI to guarantee equal procedures and
employee equity throughout its organization (p. 32), likewise BI must commit to protecting equal
rights, awarding fair reward for merit, and honoring promises (p. 33). The third and final leg of
ethical decision-making is for “acting in love” and directs BI to represent Christ-likeness in
shouldering pain for others, taking action on their behalf, and subjugating its own rights to help
others (p. 34). Hill’s three-legged stool provides an applicable platform for evaluation and
creation of criteria for BI’s ethical decision-making process. As right actions, just actions, and
acting in love are foundational to BI’s ethical decision-making, an over-arching element
concerns management theory. Hill presents the ethical theory of “covenantal management” that
challenges BI to exercise “holiness, through purity, mutual accountability and humility; justice
through rewarding merit compensating for harm done, recognizing substantive rights and
honoring procedural rights; and love through empathy, mercy, and sacrifice” (p. 39). Thus,

Hills’ three-legged stool and covenantal management theory collaborate in providing BI with
substantial basis for ethical decision-making and development of corresponding guidelines.
The Value of Ethical Behavior and Accountability
Ethical behavior is essential to BI as we work in a secular academic and competitive
religious environment; ethics brings to the table the concepts of respect and unity in the midst of
unethical practices and unfair, unfavorable secular marketplace habits (Smith and Wright, 2011,
p. 41). The value of ethical behavior for BI is that it will reduce the cost of doing business, build
trust among stakeholders, avoid the free-riding problem, and preserve social capital; ethical
behavior extends BI’s influence internally and externally, and thus, BI benefits from the
goodwill that is portrayed within the organization and outside to its audience (p. 41-43). The
value of accountability for BI is to protect the leader(s) from temptation and misappropriation of
funds, misuse of authority, and too often, sexual immorality, as the lack of accountability is the
spawning ground for unethical behavior (p. 43) and is illustrated in Figure 3 (p. 54). A model
organization that promotes accountability is the Evangelical Council for Financial Accountability
( ECFA) that requires member organizations abide by “Seven Standards of Responsible
Stewardship” as follows; doctrinal issues, governance, financial oversight, use of resources and
compliance with laws, transparency, related-party transactions, and stewardship of charitable
gifts (ECFA, 2012, Online content, and Smith and Wright, 2011, p. 44-46). In addition to
standards set by ECFA, the Volunteers of America (VOA) offer supplemental points in their
“Code of Ethics,” those being, correlation of ethics with its core values, standards of individual
and professional conduct, adherence to its stated mission, ongoing program evaluation, and
promotion of inclusive diversity (2012, Online content). Upon review and evaluation of the
components of managerial ethics, BI will develop corresponding standards and create a “Code of

Ethics” and “Standards of Conduct” to guide and direct its decision-making within the
organization, and with its outside audience, in a manner that demonstrates Christ-likeness and
brings honor and glory to God.
Managerial Ethics Implementation Plan
The principles of ethical decision-making, covenantal management theory, and the values
of ethical behavior and accountability are essential to the professional integrity and success of BI
as a Christian parachurch ministry. By incorporating right actions, just actions, and acting in
love in its ethical decision-making process, BI will position itself favorably among its fellow
ministries and with its ministry community. Exemplifying the foundational Christian values of
holiness, justice, and love, BI will employ sound judgment in managing “covenantal”
relationships among its leadership team and ministry community. Consequently, BI will realize
positive results as the development and application of ethical decision-making will offer
protection for BI’s leaders from the pitfalls that affect ministry and secular leaders alike;
Therefore, BI will illustrate that “God is at work in our midst,” leading, guiding, and directing BI
in its ethical decision-making by establishing a “Managerial Ethics Implementation Plan” with
goals, person(s) responsible and due dates, and evaluation criteria (see Appendix T) and adopting
a sound “Code of Ethics” as presented in Appendix U.
Conclusion
Bridges international in its discussion, assessment, and evaluation of its strategic
management, organizational behavior, marketing and outreach, and managerial ethics have
determined the following prognosis for the next 10 years. The implementation of action plans
for each of the topics contained in this paper will provide a platform for continued growth and

development of BI with in its ministry community. With over 6,000 internationals on campus,
there are many numerous unreached people groups at OSU, and the vast majority of them never
heard the gospel of Jesus Christ.
While “the fields are ripe for the harvest,” BI will need to look beyond the immediate
OSU campus area to the larger international student population on other campuses, the extensive
international community in Columbus, Ohio, and even towards regional influence in an effort to
share the gospel among the internationals throughout central Ohio. Additionally, collaborating
with local ethnic (Chinese, Korean, Japanese, etc.) churches for evangelistic outreaches and
serving overseas together on mission trips to their countries of origin would be encouraging to
the “body of Christ” both at home and abroad.
Among the critical steps over the course of the next five years that will affect the ultimate
success of BI ten years from now would be, (1) continuing the expansion of the full-time and
volunteer staff team, (2) development of both short and long term funding strategies to fully fund
ministry initiatives and staff salaries, (3) the creation and implementation of a board of directors,
and (4) implementation of a “multidivisional cell-group structure.” Certainly with
implementation of this plan BI would need to be about the continuous improvement process,
evaluation, and application of its strategic and other implementation plans to remain current in
the context of our ministry community while at the same time, continuing to venture into new,
unexplored realms of ministry that BI has not yet engaged, unto “Jerusalem, Judea, Samaria, and
the ends of the earth.”

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Appendix A
Situational Analysis for Contextualized Ministry
Who are the international students?
International students, by nature, are members of a close, tight knit community here at
OSU. Typically these students are socially reserved on campus and circulate most commonly
within their nationality groups. Some have an aversion to large group functions and gatherings.
This aversion may be a function of language and cultural barriers that make them feel
uncomfortable among crowds of Americans.
Culture Shock is very real and penetrates the life of international students to their very
core. Often homesick, away from family, friends, their favorite foods, and familiar surroundings
the international is prone to loneliness and isolation. Internationals are also under a great deal of
stress to succeed. Failure in the US would bring shame to the student and their family; as a result
internationals are often “overachievers” because their reputation is at stake. Thus, striving to
address the immediate “felt needs” of these students is the best way to develop friendship with
them and begin building trust. Building trust is a long process, but once gained, trust is rarely
revoked.
The greatest numbers of internationals are at OSU to study at the Master’s Degree level
followed by PhD and visiting scholars. There is a rapid increase in population of undergraduate
Chinese from wealthy families. Predominate majors are engineering sciences (e.g., mechanical,
electrical, civil), business, computer science, and medical related research. Visiting scholars and
post-PhD researchers often study advanced degrees in engineering sciences, international affairs,
medicine, and education policy.
In recent years, at the undergraduate level, about 200 internationals come to OSU as
freshmen each year. We may see a return to higher enrollment rates in the future, as completion
for higher education in other countries is driving more and more international students to seek
undergraduate degrees here in the US. There are approximately 6,000 internationals studying at
OSU of which about 2,000 are undergraduate students.
While many Asians come to study here in the US many stay here to work after
graduation, marry, and raise families. Asian families that raise their children here in the US
often find that the children become more “American” than “Asian” in their mindset. As a result
a “sub-culture” may be emerging among the American born children of Asian families.
Additionally, a primary concern among Asian families who become Christians here in the US is
the “loss of the second generation,” where the children of internationals do not embrace the
Christian faith tradition of their parents.
While up to 120 countries are represented here at OSU, students from Asia and the
Pacific Rim predominate. Historically students from China have represented the nations #1
international student group, closely followed by students from India, South Korea, the African
continent and the Muslim world which also send significant numbers to OSU.

Where do they congregate?
Students tend to congregate in several locations around campus. International students
live in dorms (Morrison on south campus and the Jones graduate tower on north campus),
Buckeye Village (married student housing on west campus has a high concentration of
internationals), and the University Village apartments (west campus). Otherwise they live in
near campus neighborhoods where they can find cheap rent and easy access to campus.
Libraries, study areas, and laboratories are prime locations to meet students. The Science
and Engineering Library, business school, and main library are centers of student learning where
internationals congregate. Students may be found at the Ohio Union during meal times. Many
also work on campus in the cafeterias or other on campus work-study jobs. This is because
internationals can work for the university as a student worker and avoid complications associated
with “Green Card,” “R1 visas,” etc.
Students often recreate at the RPAC (Physical and Recreation Activity Center) where
they enjoy sports indoors and out. Basketball, badminton, tennis, swimming, and soccer are
common activities. Additionally, parks and other “green spaces” are attractive places to unwind.
How do we reach internationals?
The Office of International Education (OIE) and the Language/Linguistics departments
are important connections to the life of students. OIE with its role and regulator and overseer of
all international students commands the respect of the students. Students often cite information
they have received from OIE as being important to their success and continuing education at
OSU. OIE offers a “conversation English partner” program for OSU students to get to know
internationals and help them with their spoken English. This is a primary entry point to meeting
internationals. Having Bridges leaders and volunteers to participate in the English partner
program can help build rapport with OIE and create a sense of trust between the university and
our movement.
OIE also sponsors social activities for internationals. Utilizing OIE to administer
programs and activities would enable Bridges workers to participate in these “pre-planned” and
organized events. In essence we could use OIE as a financial backer and planner for
opportunities we could use to meet and develop relationships with students.
The Ohio Union, libraries, coffee houses, and other locations where internationals
congregate are key places to conduct “spiritual interest surveys” and canvass students to
determine their knowledge of God and their willingness to learn more about Him. Setting up
contact tables to distribute and collect survey information and offer free “give-a-ways” is a good
way to meet students. Bridges workers can then follow-up with the contact information and seek
out students who expressed an interest in “talking about God” or “wanting to participate in a
Bible study.”
In addition to “spiritual interest surveys” going to places where internationals are and
offering programs there is a valid outreach strategy. One idea would be to host a “study break

party” or a “conversation break” at the Science and Engineering Library or other local where
students congregate in the evenings and do research.
Also, “conversation clubs” or “discussion dinners” that focus on a spiritual topic could be
formed and hosted on and off campus. One local off-campus house is available for such a group
where “conversations and cuisine” type events could be hosted.
Ethic student clubs, hosted by students from various nations and ethnic groups, are
significant in the life of internationals. From the African Youth League to the Vietnamese
Student Association, these groups offer social activities and functions to help welcome and
assimilate new students to campus. Contact and building positive relationships with these groups
would help to promote the mission of “Bridges” as an intentional student organization.
(Kauffman and Will, personal correspondence, January 31, 2012)

Appendix B
SWOT ANALYSIS
Internal Environments
Internal Strengths:
1. We have a large group of students to draw from within the Cru movement
2. We have established partnerships with other Cru movements both in the US and abroad
3. We have a trained, skilled student base that is able to WIN, BUILD and SEND.
4. We have adequate funding for local initiatives
5. We have established partnerships with local churches, such as the Chinese Church
6. We have an abundance of international students and scholars to work with
7. The Cru movement on our campus offers great potential for personnel, technology,
information, and other resources.
Internal Weaknesses:
1. Difficulty in recruiting students from Cru movement since many of them are unfamiliar with
the Bridges International ministry or how to reach out to people different than themselves
2. Commitment by students to follow through on ministry and outreach initiatives
3. Time for adequate training of students who want to be involved
4. Ability to gather groups of internationals together
5. Interest of internationals in Christianity
6. Lack of committed leadership structure among students in the Cru movement
External Environments
External Opportunities:
1. To develop relationships with University Interfaith Association
2. To develop both international and American students & volunteers to lead the ministry.
3. To develop community among international believers and unbelievers alike
4. To develop relationships with local churches (Korean, Chinese, Arabic, Hispanic, etc)
5. To develop relationships with nationality student groups
6. Internationals are interested in conversation English classes (1:1 and group discussions)
External Threats:
1. Cult groups and activity by unorthodox churches
2. Internationals are vulnerable to being misled and taken advantage of by others
3. Competition by numerous other religious groups for the same student population
4. Mistruth and propaganda against our movement
5. Strained relationships with the university

Appendix C
Core Competencies
1. Our Valuable Core is: we offer English as a Second Language (ESL) Classes, English
Conversation Groups, and a one-on-one English Conversation/Friendship Partner Program;
contextualized national Bible conferences, weekly Bible studies, small group discussions,
and one-on-one evangelistic and discipleship Bible studies, workshops and seminars, and
ongoing Social events, trips and recreational activities.
2. Our Rare Core is: Winning lost souls for Christ through effective cross-cultural evangelism
and gospel proclamation within our ministry community, Building into the lives of students
through “one-on-one” discipleship and mentoring relationships to help them grow in his or
her faith, and Sending them out into the world as ambassadors for Christ who are trained and
equipped for a life-time of ministry. Additionally, we are part of a global ministry network,
so that internationals who become Christians in the US can be connected with ministry
leaders back in their home country upon his or her return, for further discipleship and
connecting with the local “Body of Christ.”
3. Our Costly to Imitate Core is: few agencies or organizations can offer the quality or quantity
of programs that we offer to the international community, at essentially no cost to our
audience. Such as a free Friday night meal, children’s outreach program, ESL classes and
one-on-one Friendship Partners, seminars and workshops, as well as trips, social events, etc.
While these are all activities that we offer, the aspect that is “costly to imitate” is the
friendship and fellowship that results from them. While the internationals are far from home
they refer to us are their family and extend their trust and friendship to us as a result. Since
we are classified as a “not-for-profit” organization we do not seek profitability, rather
genuine relationships and subsequent opportunities that result in sharing the gospel.
4. Non-substitutable Core: includes the qualities of faithfulness, reliance on the power of the
Holy Spirit and prayer, and accountability in ministry.
5. Our Managerial Ethical Core: Exemplifying the foundational Christian values of holiness,
justice, and love, BI will employ sound judgment in managing “covenantal” relationships
among its staff, student leaders, volunteers, and its ministry community.

Appendix D
External Threats
Changing Demographics
We have a rapidly expanding undergraduate Chinese population; these students are
significantly different, socially, demographically, and economically, as compared to Chinese
graduate students and visiting scholars who comprise the bulk of our ministry audience.
First, Fast Second Movers, and Later movers; what label does your church wear?
We would be identified as a first mover with some fast second mover tendencies. First
Mover: We enjoy innovation and opportunities to do and try something new, often programs,
events, and activities never done before. In this regard we offer innovative ideas to other
ministries. Fast Second Mover: Also, we replicate in our own way, ideas that others have
developed for implementation in our unique, local situation.
Reference
instructors wish church leaders knew about management. Circleville, OH: OCU Publications

Appendix E
Internal Factor Evaluation (IFE) Matrix
Key Internal Factors Weight Rating Weighted
Score
Strengths-
1. We have a large group of students to draw from within the
Cru movement
2. We have established partnerships with other Cru movements
both in the US and abroad
3. We have a trained, skilled student base that is able to WIN,
BUILD and SEND.
5. We have established partnerships with local churches, such as
the Chinese Church
6. We have an abundance of international students and scholars
to work with
7. The Cru movement on our campus offers great potential for
personnel, technology, information, and other resources.
SUBTOTAL
.05
.10
.10
.05
.10
.05
.05
3
4
3
3
3
4
4
.15
.40
.30
.15
.30
.20
.20
(1.15)
Weaknesses-
1. Difficulty in recruiting students from Cru movement since
many of them are unfamiliar with the Bridges International
ministry or how to reach out to people different than themselves
2. Commitment by students to follow through on ministry and
outreach initiatives
3. Time for adequate training of students who want to be
involved
6. Lack of committed leadership structure among students in the
Cru movement
SUBTOTAL
TOTAL
.10
.10
.10
.05
.05
.10
1.00
1
2
2
2
2
1
.10
.20
.20
.10
.10
.10
(.80)
1.95
IFE Matrix Weighted Score = 1.95, indicating a weak internal organization
Reference: Smith, Mark and David W. Wright, (2011) The church leader’s MBA: What business
school instructors wish church leaders knew about management. Circleville, OH: OCU
Publications

Appendix F
External Factor Evaluation (EFE) Matrix
Key External Factors Weight Rating Weighted
Score
Opportunities-
1. To develop relationships with University Interfaith
Association
2. To develop both international and American students &
volunteers to lead the ministry.
3. To develop community among international believers
and unbelievers alike
4. To develop relationships with local churches (Korean,
Chinese, Arabic, Hispanic, etc)
5. To develop relationships with nationality student groups
6. Internationals are interested in conversation English
classes (1:1 and group discussions)
SUBTOTAL
.05
.15
.10
.10
.10
.05
3
4
3
4
3
4
.15
.60
.30
.40
.30
.20
(1.95)
Threats-
2. Internationals are vulnerable to being misled and taken
advantage of by others
3. Competition by numerous other religious groups for the
same student population
SUBTOTAL
TOTAL
.10
.05
.10
.10
.10
1.00
1
2
2
2
1
.10
.10
.20
.20
.10
(.70)
2.65
EFE Matrix Weighted Score = 2.65, indicating a positive organizational response to external
factors
Reference

Appendix G
Ministry, Vision, and Mission Statements
Statement of Ministry
What is Our Mission? Our mission is to fulfill the “Great Commission” as stated in Matthew
28.18-20 (NIV)...“Then Jesus came to them and said, "All authority in heaven and on earth has
been given to me. Therefore go and make disciples of all nations, baptizing them in the name of
the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have
commanded you. And surely I am with you always, to the very end of the age."
How Will We Fulfill Our Mission? We will fulfill our mission by turning lost international
students into Christ-centered laborers.
How Will We Turn Lost International Students Into Christ-centered Laborers? Through
the classic strategy for spiritual multiplication, known as “WIN-BUILD-SEND.” Winning lost
internationals for Christ, Building them up in their faith, and Sending them out, trained and
equipped, to share the Gospel with others.
How Will We Win Lost Internationals For Christ?
1. Through heartfelt and fervent prayer for specific individuals we know and all those who are
unsaved
2. By developing relationships based on friendship & trust with internationals
3. By initiating spiritual conversations though the use of surveys and other tools
4. Through sharing the Gospel frequently and giving our audience an opportunity to respond
5. By living our life in a way that brings honor and glory to God
How Will We Build Into The Lives of Internationals?
1. By following-up with new believers who pray to receive Christ
2. Through intentional mentoring relationships with Christian students to equip them in the
“foundations of the Christian faith”
3. By challenging Christian students to engage in the WIN-BUILD-SEND process
4. By providing hands-on leadership experiences in ministry & outreaches
5. By providing different venues for spiritual formation through participation in conferences,
retreats, summer projects, spring break mission trips, etc
How Will We Then Send Internationals To Share The Gospel With Others?
1. By empowering students with leadership of ministry at OSU, leading mission trips,
outreaches, etc
2. By students training other students on how to successfully “Win” and “Build”
3. Through a commitment to lead & motivate Christian students to participate in summer
projects, spring break trips, Bridges ministry opportunities, STINT, etc
4. By equipping everyone with a personal evangelism strategy for a lifetime of ministry
5. By surrendering our lives to Christ, taking up our cross, and following Him

Vision Statement
What Is Our Vision For International Ministry at OSU? “Our heart’s desire is to be used by
God to initiate evangelistic strategies that, through the power of the Holy Spirit and prayer,
leads to the formation of an international community of Christ-centered laborers who are
trained and equipped for a lifetime of ministry.”
Our Mission Statement
“Making disciples of all nations”

Appendix H
TOWS Matrix
Strengths-
1. We have a large group of
students to draw from within
the Cru movement
2. We have established
partnerships with other Cru
movements both in the US and
abroad
3. We have a trained, skilled
student base that is able to
WIN, BUILD and SEND.
4. We have adequate funding
for local initiatives
5. We have established
partnerships with local
churches, such as the Chinese
Church
6. We have an abundance of
international students and
scholars to work with
7. The Cru movement on our
campus offers great potential
for personnel, technology,
information, and other
resources.
Weaknesses-
1. Difficulty in recruiting
students from Cru movement
since many of them are
unfamiliar with the Bridges
International ministry or how
to reach out to people different
than themselves
2. Commitment by students to
follow through on ministry
and outreach initiatives
3. Time for adequate training
of students who want to be
involved
4. Ability to gather groups of
internationals together
5. Interest of internationals in
Christianity
6. Lack of committed
leadership structure among
students in the Cru movement
Cont.

TOWS Matrix cont.
Opportunities-
1. To develop relationships
with University Interfaith
Association
2. To develop both
international and American
students & volunteers to lead
the ministry.
3. To develop community
among international believers
and unbelievers alike
with local churches (Korean,
Chinese, Arabic, Hispanic,
etc)
with nationality student
groups
6. Internationals are interested
in conversation English
classes (1:1 and group
discussions)
SO Strategies
1. Develop strategic
partnerships with local
churches and campus
ministries to better serve our
community
2. Establish a more formalized
leadership development and
discipleship program
3. Extend our ministry
programs to further include
the formation of community as
a primary objective
4. Mobilize our international
students to better connect and
represent our organization to
other student organizations
5. Capitalize upon our
relationship with Cru as a
source of volunteers for the
English Partner Program and
future student leaders.
WO Strategies
1. Seek to develop better
working relationship with Cru
leadership and gain “buy-in”
and support our unique genre
of ministry
2. Better communicate roles
and responsibilities to new
leaders and hold them
accountable for their
commitments
3. Collaborate with other
student organizations for
events that will gather students
together
4. Establish a training
schedule at the beginning of
each semester with
expectations that leaders will
attend
Threats-
1. Cult groups and activity by
unorthodox churches
2. Internationals are
vulnerable to being misled and
taken advantage of by others
3. Competition by numerous
other religious groups for the
same student population
4. Mistruth and propaganda
against our movement
5. Strained relationships with
the university
ST Strategies
1. Teach authentic orthodoxy
and apologetics to confront the
lies and mistruth of cults
2. Build genuine relationships
in “community” and provide
“life-skills” programs to
educate internationals about
“scams,” identity theft, etc
3. Collaborate with other
groups where beneficial goals
can be met and offer programs
consistent with our “core
competencies”
4. Mobilize friendly university
employees and student leaders
to build positive working
relationships with university
representatives
WT Strategies
1. Develop a Bible study
series on Christian apologetics
that likewise address cult and
unorthodox theology
2. Establish a teaching time
with Cru leadership and staff
to cast vision for international
ministry at OSU.
3. Develop teaching tools for
disciples and leaders
specifically on accountability
and following through on
commitment
4. Promote and advertise our
organizations “core
competencies” that distinguish
us from other groups

Appendix I
Quantitative Strategic Planning Matrix (QSPM)
Strategy A: Develop strategic partnerships with local churches and campus ministries to better
serve our community
Strategy B: Seek to develop better working relationship with Cru leadership and gain “buy-in”
and support our unique genre of ministry
Strategy A Strategy B
Key Internal Factors Weight AS TAS AS TAS
Strengths-
1. We have a large group of students to draw from
within the Cru movement
2. We have established partnerships with other Cru
movements both in the US and abroad
3. We have a trained, skilled student base that is able
to WIN, BUILD and SEND.
5. We have established partnerships with local
churches, such as the Chinese Church
6. We have an abundance of international students and
scholars to work with
7. The Cru movement on our campus offers great
potential for personnel, technology, information, and
other resources.
.05
.10
.10
.05
.10
.05
.05
1
2
3
2
4
4
1
.05
.20
.30
.10
.40
.20
.05
(1.21)
4
3
3
2
1
1
4
.20
.30
.30
.10
.10
.05
.20
(1.25
Weaknesses-
1. Difficulty in recruiting students from Cru
movement since many of them are unfamiliar with the
Bridges International ministry or how to reach out to
people different than themselves
2. Commitment by students to follow through on
ministry and outreach initiatives
3. Time for adequate training of students who want to
be involved
6. Lack of committed leadership structure among
students in the Cru movement
SUBTOTAL TAS
WEIGHT TOTAL
.10
.10
.10
.05
.05
.10
1.00
1
2
2
4
1
1
.10
.20
.20
.20
.05
.10
(.85)
2.6
4
2
2
2
-
4
3
.40
.20
.20
.10
.20
.30
(1.4)
2.65
Cont.

Quantitative Strategic Planning Matrix (QSPM) Cont.
Strategy A Strategy B
Key External Factors Weight AS TAS AS TAS
Opportunities-
1. To develop relationships with University Interfaith
Association
2. To develop both international and American
students & volunteers to lead the ministry.
3. To develop community among international
believers and unbelievers alike
4. To develop relationships with local churches
(Korean, Chinese, Arabic, Hispanic, etc)
5. To develop relationships with nationality student
groups
6. Internationals are interested in conversation English
classes (1:1 and group discussions)
.05
.10
.10
.10
.10
.05
3
4
4
4
4
3
.15
.40
.40
.40
.40
.15
(1.9)
2
3
1
1
1
3
.10
.30
.10
.10
.10
.15
(.85)
Threats-
2. Internationals are vulnerable to being misled and
taken advantage of by others
3. Competition by numerous other religious groups for
the same student population
WEIGHT TOTAL
SUBTOTALS TAS
SUM TOTAL ATTRACTIVENESS SCORE (TAS)
.10
.10
.10
.10
.10
1.0
1
1
4
3
2
.10
.10
.40
.30
.20
(1.1)
2.6
3.0
5.6
1
1
2
2
2
.10
.10
.20
.20
.20
(.80)
2.65
1.65
4.3
Based upon the QSPM and the resulting TAS, Strategy A would be the most likely to produce
the greatest effectiveness when compared to Strategy B.
Reference

Appendix J
Annual Ministry Plan
Summer-Autumn Calendar of Events 2012
DATE EVENT TIME LOCATION PERSON(S)
RESPONSIBLE
Saturday, June 19 Game Night 7:00 pm Kelly’s House Kelly
Wednesday, July 4 Ice Cream & Fireworks 7:30 pm BV Chris/Kelly
Saturday, July 28 Amish Country Tour 9:30 am Day Trip Chris
Saturday, August 4 Car Seminar (Chris) 10 am BV Chris
Wednesday, August 8 Ice Cream Party 7:30 pm BV Chris/Kelly
Friday, August 10 Friday Night Fellowship 7:00 pm BV Kelly
Saturday, August 11 Friends & Family Fun Fest 11:00 am BV Chris
Wednesday, August 15 New Student Welcome Party 6:00 pm OSU campus Chris/Kelly
Friday, August 17 Friday Night Fellowship 7:00 pm BV Chris
Saturday, August 18 Tour of Columbus 10:00 am Day Trip Kelly
Sunday, August 19 BLT Cookout 6:00 pm TBA Chris
Monday, August 20 Freshman/Grad Surveys, SIF 8:00 am OSU campus Kelly
Tuesday, August 21 Buckeye Frenzy/Follow-up 10:00 am OSU campus BLT
Wed/Thur, August22-
23
Lunch Line Surveys 11:00 OSU campus BLT
Friday, August 24 Friday Night Fellowship 7:00 pm BV Chris

Appendix K
Bridges International OSU Ministry Assessment (January, 31 2012)
As we enter into the year 2012, Bridges OSU has experienced the greatest season of
fruitfulness in its history at OSU and we Praise the Lord for all that He has done, and is doing, in
our midst. As a ministry team we can account for ten mainland Chinese who have trusted in
Christ between August-December, 2011. We credit this success to the Lord as He continues to
guide and direct our ministry. Also, we realize that the Lord continues to bring forth fruit in our
mission as the fruit of the Spirit is wrought in our lives and the ministry we lead. We humbly
respond to all that the Lord is doing by living faithfully and giving Him all the glory. Our
mission is sustained through faithfulness in Him and fruitfulness through His Spirit.
Currently Reality
1. Our unique gifting as a ministry team is in leading the unsaved into a relationship with Christ
and subsequent follow-up.
2. Our key strategies are “Proclaiming the Gospel, Building Authentic Relationships, and
Raising-Up Leaders” in the classic WIN-BUILD-SEND strategy for spiritual growth.
3. We have refined and refocused our ministry plan, from campus-wide Bible studies, to
combining all ministry outreach efforts to the Buckeye Village (BV) community. Over 95%
of those who have trusted in Christ through Bridges OSU are connected with our Bible study
efforts at BV.
4. We are currently hosting the following weekly outreach efforts: Thursday morning ESL class
and Bible study (attendance 10-15); Friday Night Fellowship, multi-generational ministry
(attendance 45-50); Saturday Morning Worship Service (attendance 5-10), weekly average
attendance in Bible study is 67. Christmas Party attendance was 85, 125 attended Moon
Festival, 80 attended Family and Friends Fun Festival, 75 attended Thanksgiving Dinner.
5. Team & Staffing: one full-time male, one staff mom, one part time female, two male
undergraduates, one female undergraduate, a Taiwanese couple (ABC missionaries raising
support), and several helpers.
6. We lack a strong contingent of international student leaders, as the vast majority of
international Christians are highly committed to the local ethnic church, and thus are not
available to be developed as leaders for our movement.
7. We need a committed leadership structure, both American and international for continued
success.
8. Traditional ministry templates used by other Cru & Bridges ministries elsewhere differ here
as the Lord is doing something unique in the midst of our team and community. Thus, we
trust in the Lord to lead, guide and direct us by His Spirit to fulfill His plan for our lives and
to lead us in righteousness.
Buckeye Village Ministry Outreaches
a. BV ministry outreach draws an audience that is mostly from other housing areas, the
majority attend from University Village and off campus rather than the BV housing complex
itself. We desire to increase the number of BV residents participating in programs we offer
at BV.

b. Transportation logistics are a problem, in that we have few drivers to give rides back & forth
to ministry events at BV.
c. BV Old Recreation Center & Community Center is readily available for use, this is a
continued blessing.
d. BV Friday Night Fellowship is almost exclusively attend by Mainland Chinese in the
following categories; pre-school to elementary age children, undergraduates, graduate
students (Masters), professional students (PhD’s), visiting scholars, post-doctoral researchers,
spouses (non-students), family members (parents/grandparents), OSU alumni, Bridges
International OSU alumni, and community members. In addition to opportunities to practice
English at our Bible studies, we also offer a Mandarin Chinese Bible study for
parents/grandparents who do not speak English, or speak it well.
e. This year we have had lower children’s attendance than in years past, as fewer families with
children are participating.
f. We rely on churches and Bible study groups to provide meals for us on Friday night, this is a
real blessing, although it takes a great deal of administrative coordination on a quarterly basis
to schedule groups to bring meals.
Desired Direction
1. Continue emphasis on evangelism, sowing seed of the Gospel, and Gospel proclamation in
an effort to reach the lost among us
2. Continue laying of a proper foundation in learning about God through Bible studies, 1:1
discipleship, conferences, etc
3. Continue to honor & glorify God in what we do.
4. Lead in ministry that enables our audience to experience God’s heart
5. Continue to WIN-BUILD-SEND beyond traditional ministry templates and implement our
unique ministry plan as detained in our “Missional Purpose Statement”
6. Learn to lead well and beyond our own ability with the Lord’s help
7. Pass on to our disciples not to live by legalism but by truth & genuine faith
8. That we would crave spiritual transformation and changed heart behaviors that draws us
closer to the Lord as leaders and disciples alike
Needs & Opportunities
1. Better filter relationships & discern spiritual interest
2. Develop and transmit prayer goals to generate more prayer for our movement
3. Better “cast vision” for Bridges and opportunities for Cru students and community volunteer
leaders to be involved
4. Better cast vision to current students and leaders about mission and opportunities to serve
5. Develop leadership opportunities for everyone to serve
6. Have more new believers share their testimonies
7. Gather international Christians together for prayer, leadership development, and sharing
8. Grow together in community
9. Better promote serving opportunities for leadership oriented students, summer project, spring
break, etc
10. Host retreat for Christian students & leaders
11. Host trips & social networking opportunities for students to help develop community

Appendix L
Strategic Implementation Plan Based on TOWS Matrix
Strength-
Opportunities
Strategies
Implementation Goal Person(s) Responsible
and Due Dates
Assessment/
Indicators of Success
1. Develop strategic
partnerships with
local churches and
campus ministries to
better serve our
community
2. Establish a more
formalized leadership
development and
discipleship program
3. Extend our ministry
programs to further
include the formation
of community as a
primary objective
4. Mobilize our
international students
to better connect and
represent our
organization to other
student organizations
5. Capitalize upon our
relationship with Cru
as a source of
volunteers for the
English Partner
Program and future
student leaders.
1. Establish formal-
informal model
partnerships with
Chinese, Korean,
Arabic, Indian, and
American churches
2. Implement
comprehensive
leadership and
discipleship training
program for American
and international
student leaders and
community volunteers
3. Expand day trips,
social networking,
and service programs
to better integrate
unbelievers into our
community
4. Recruit Gen Y and
Gen X internationals
to serve as
representatives to
other student
organizations
5. Develop
partnership with local
Cru movement to
serve international
community
Chris: Director
Kelly: Co-director
1. Chris and Kelly by
December 31, 2012
August 15, 2012
3. Chris, Kelly and
ministry team by
August 15, 2012
August 15, 2012
August 15, 2012
1. Formal or
informal partnership
agreements
completed with four
international and
four American
churches by the end
of Autumn semester
2. Update and revise
BI Training
Notebook for
implementation at
beginning of Autumn
semester
3. Expand ministry
calendar to include a
social, service,
educational, and
evangelistic event
each month of the
academic year
4. Designate
individual(s) to serve
as student
organization liaisons
by August 1, 2012
5. Meet with Cru
leadership to discuss
implementation of
partnership plan for
by August 15
Cont…

Cont…
Weaknesses-
Opportunities
Strategies
and Due Dates
Assessment/
1. Seek to develop
better working
relationship with Cru
leadership and gain
“buy-in” and support
our unique genre of
ministry
2. Better
communicate roles
and responsibilities to
new leaders and hold
them accountable for
their commitments
3. Collaborate with
other student
organizations for
events that will gather
students together
4. Establish a training
schedule at the
beginning of each
semester with
expectations that
leaders will attend
1. Cast vision for Cru
leadership to gain true
“world-scope” for
internationals and
whole campus
community
2. Develop position
descriptions for each
respective student
leader and
community volunteer
with clearly
delineated roles and
responsibilities
3. Identify key social
and cultural events
within the
international
community for
collaboration and
within the Christian
community for
evangelism and
training
4. Identify calendar
dates for training with
times and locations in
advance of the
semester and
communicate
calendar to leaders
Chris: Director
Kelly: Co-director
August 15, 2012
August 1, 2012
3. Chris, Kelly and
ministry team by
August 15, 2012
August 15, 2012
1. Meet with Cru
implementation of
by August 15
2. Completed position
descriptions according
to approved format
for each student
leader and community
volunteer
3. Contact primary
cultural and Christian
groups and contact
their leadership to set
up a meeting to
discuss collaboration
and schedule events
4. Training times
scheduled and
confirmed with
leadership team
Cont…

Cont…
Strength-Threat
Strategies
and Due Dates
Assessment/
1. Teach authentic
orthodoxy and
apologetics to
confront the lies and
mistruth of cults
2. Build genuine
relationships in
“community” and
provide “life-skills”
programs to educate
internationals about
“scams,” identity
theft, etc
3. Collaborate with
other groups where
beneficial goals can
be met and offer
programs consistent
with our “core
competencies”
4. Mobilize friendly
university employees
and student leaders to
build positive working
relationships with
university
representatives
1. Purchase or obtain
quality teaching
materials consistent
with Cru statement of
faith that address
post-modernism and
apologetics for a
cross-cultural
audience
2. Create seminar and
workshop training
schedule in
collaboration with
ministry community
and other student
organizations to best
meet audience needs
3. Seek to establish
strategic partnerships
with international and
American student
organizations to
advance the gospel
and help serve
internationals at OSU
4. Establish a
“Friends of BI”
network to serve and
represent BI interests
within the OSU
academic and
administrative
community
Chris: Director
Kelly: Co-director
August -December,
2012
August –December,
2012
3. Chris, Kelly and
ministry team by
August 15, 2012
December 31, 2012
1. Solicit feedback
from group attendees
and team leaders on
effectiveness of
curriculum on a
monthly basis to
assess attainment of
goals and utility of
curriculum during
August-December,
2012.
2. Solicit feedback
from attendees and
team leaders on
effectiveness of
programming on a
monthly basis to
goals during August-
December, 2012.
3. Contact primary
cultural and
Christian groups and
contact their
leadership to set up a
meeting to discuss
collaboration and
schedule events
4. Host “Round
Table Discussion”
for “Bridges
Friendly” OSU
employees, student
leaders, and
administrators
Cont…

Cont…
Weaknesses-Threats
Strategies
and Due Dates
Assessment/
1. Develop a Bible
study series on
Christian apologetics
that likewise address
cult and unorthodox
theology
2. Establish a teaching
time with Cru
leadership and staff to
cast vision for
international ministry
at OSU
3. Develop teaching
tools for disciples and
leaders specifically on
accountability and
following through on
commitment
4. Promote and
advertise our
organizations “core
competencies” that
distinguish us from
other groups
1. Purchase or obtain
quality teaching
materials consistent
with Cru statement of
faith that address
post-modernism and
apologetics for a
cross-cultural
audience
2. Cast vision for Cru
leadership to gain true
“world-scope” for
internationals and
whole campus
community
3. Implement
comprehensive
leadership and
discipleship training
program for American
and international
student leaders and
community volunteers
4. Create “Media
Manager” position to
serve BI interests in
marketing and
outreach efforts and
implement campus
campaign
Chris: Director
Kelly: Co-director
August 1, 2012
August 15, 2012
August 15, 2012
August 15, 2012
1. Solicit feedback
from group attendees
and team leaders on
effectiveness of
curriculum on a
monthly basis to
goals and utility of
curriculum during
August-December,
2012.
2. Meet with Cru
implementation of
and schedule training
time with staff team
by August 15
3. Review and
update Discipleship
Notebook and
incorporate
necessary resources
to encompass
strategic
recommendations
4. Recruit and
appoint “Media
Manager” to
implement
Marketing and
Outreach Plan
Reference

Appendix M
Motivating Leaders for Effective Ministry Implementations
A. Effective Movements are composed of these three characteristics: Connecting with the Lost,
Life Changing Discipleship, and Developing-Multiplying-Sending Leaders.
B. What every leader & every student should know is…
 What is the Mission?
 Why are we doing what we are doing?
 How can students who attend our small groups contribute?
C. Refer to Colossians 4.2-6. The Message, the Messenger, and the Method are important
factors in “Connecting with the Lost.” This leads us to the question…
 How are we connecting with the lost in our target areas?
D. Refer to John chapter 3 and 4, Acts 17, and Mathew 11.23. What must we do to be effective?
Connecting with the head: be intellectually stimulating
Connect with the heart: be emotionally engaging
Connecting personally: be genuine & concerned
Connecting with the culture: be relevant to who they are and where they are coming from
 Honestly assess your interactions with those who attend your small group. Are you
“connecting with the lost” as described above, or merely “maintaining contact with the lost?”
 Are people coming to faith in Christ through your small groups? Is there momentum?
E. Refer to Acts 2.42-47, 2 Corinthians 5.15. The essential components of “Life Changing
Discipleship” are: Community, Quality Biblical Content, Training, Outward Impact, Teaching
for Life Change, Self-discovered learning, Skilled Spirit Filled Leaders. How would we answer
these questions?
 How effective are we at following up with new believers? Why are we not seeing quality
disciples produced?
 Why do we have good attendance at our small groups but see little life change or passion for
WIN-BUILD-SEND?
 Among Christians in our small groups is _______ living for themselves, or living for Christ?
What evidence is there that ______ is living a life compelled by WIN-BUILD-SEND?
F. “Developing-Multiplying-Sending Leaders” is the by-product of an effective movement, a
bellwether of success.
 Are we developing leaders who are committed to WIN-BUILD-SEND?
 Do we have enough leaders to reach other target areas?
 Do we observe leaders with the zeal of Caleb, “I want that mountain” or Stott, “Give me
Scotland or I die”…?
Cont.

Cont.
G. What are the characteristics is a movement in these verses…Acts 11.19-26 and 13.1-5?
A passion for God expressed in prayer & praise
A commitment to one another expressed in caring and fellowship
A desire to grow expressed in Biblical teaching & learning
A heart for the lost in leading others to Christ
“Imagine a team of staff, students, and volunteers bound together by a deep commitment to
Christ and a common purpose to fulfilling the Great Commission. Each target area on campus
has several leaders leading 2-3 generations of committed disciples. Students gather together
regularly for prayer. The atmosphere is electric and momentum unstoppable. Everyone
involved is so aware of being a part of something supernatural and sharing their faith regularly
as a way of life.”
 What other characteristics would you like to see expressed in this paragraph? Refer to Luke
1.37.
H. Assessment
Where is the effective movement process, as described above, breaking down? Why?
What is going well? Why?
What changes can be made to make the most impact?
What action steps do I need to take as a leader to build an effective Bridges movement at OSU?
Reference
Kauffman, Christopher and Kelly Will. Personal Correspondence for Bridges International
OSU, as adapted from “Building Effective Movements” Campus Crusade for Christ International
[Online content], June 21, 2012. (2012).

Appendix N
Bridges Leadership Team (BLT) Commitments & Covenants Policy
(As adapted June 21, 2012)
Initiation to serve on the BLT: Cru/Bridges Staff retain the right to call leaders as need to
accomplish the Mission, Vision, Goals & Objectives of the ministry. Staff will endeavor to
recruit and retain leaders through an annual application, interview, and referral process. No
leader shall be invited onto the BLT without a process of prayer and affirmation by the Holy
Spirit. References and a “Criminal Background Check” may be required, e.g. if working with
children. No person has a “right” to serve on the BLT; rather it is a privilege to serve the Lord in
this ministry, such privilege should be considered seriously before committing to it. BLT
members shall be evaluated quarterly as to their suitability as a leader and if warranted,
intervention offered as deemed needed and necessary by the Cru/Bridges staff.
BLT Commitments and Covenants: To be a BLT member you must be a current OSU student
or approved community volunteer, agree to “believe the best of other BLT leaders and our
ministry audience,” be committed to accountability (pertaining to your Christian walk & sexual
purity), following through on tasks assigned, demonstrating leadership (assertiveness),
representing yourself, Bridges, and the Lord well, and promise to fulfill the following time
commitments:
Meet for 4 hours per week…
Lead or Co-lead…
□ Friday Night Bible Group (6:45 PM to 9:45 PM, 3 hrs)
□ 1:1 Discipleship/leader training w/staff or student leader (1 hr)
Meet for 4 hours per month…
□ Staff Led Team Meeting (2 hrs)
□ Join internationals, other students, and staff for a social events & outreaches, such as Bubble
Tea party, game night, movie night, shopping, etc (2 hrs)
Meet for 4 hours per quarter…
□ Lead or co-lead quarterly outreach activity and follow-up (4 hrs)
Failure to comply with BLT Commitments & Covenants: Students who miss assigned
appointments and fail to meet team commitments (as indicated above) may be required to re-
schedule or volunteer additional time to make up for obligations they have missed. Should a
leader miss a planned meeting or event, they may be required to “make-up” that time with their
staff discipler or by other assigned task given by the discipler. Missed commitments will be
documented. A pattern, or chronic history, of missed appointments and failure to meet team
commitments (as indicated above) is justification for dismissal from the team. Such action by a
BLT member sets a poor example for others, brings into question their commitment to the team,
and causes us assess the character of such BLT member before the Lord as they have previously
given their “word” to fulfill the “commitments and covenants.”
Cont.

Cont.
In addition to “Failure to comply with BLT commitments and covenants,” as described above,
other circumstances may warrant dismissal from the BLT, specifically, any action that brings
into question the doctrine, theology, righteousness, words, actions, deeds, public or private sin,
or leadership qualifications of the BLT member. Also, failure to follow through on: identified
accountability issues, ministry tasks assigned, demonstrating leadership, etc, warrant dismissal.
Grounds for Dismissal & Intervention Process: Leaders who are charged with “failure to
comply with team commitments and covenants” or another charge worthy of dismissal from
BLT will receive in writing said complaint. Leaders may respond to said charges in writing, and
have an opportunity to discuss the charges with the appropriate staff discipler. “Speaking the
truth in love” will predominate in the context of doing what best for the cause of the Lord, the
ministry, the team, the staff, the BLT leaders, and the individual involved in the charges; staff
retains the right to determine what is best. Should the merits of the charges be worthy of
dismissal, such action is warranted. Staff may choose to develop an “Intervention Action Plan”
(specifying goals, expectations and compliance requirements) should the staff determine such a
plan is in the best interest of the ministry. The said individual who is in the intervention process
must strictly adhered to all conditions of the plan or face immediate dismissal.
Dismissal from BLT: Dismissal from the BLT is a decision to be made by Cru/Bridges staff,
without right of appeal. Cru/Bridges staff retain the right to call leaders and dismiss them from
the BLT as deemed warranted. BLT membership is a privilege extended and may be revoked
without cause. Cause of dismissal is not limited to the specification listed above.
Reference
Kauffman, Christopher and Kelly Will. Personal Correspondence for Bridges International
OSU, as adapted June 21, 2012.

Appendix O
Target Goals for a Celling Ministry
Column 1 Column 2 Column 3 Column 4 Column 5
Type of Organic
Cell Group
Recommended
Percentage of
Average
Weekend
Celebration
Attendance
Target Number:
The number of
small groups
needed
Reality: The
actual number of
small groups
Goal: The
number of small
groups needed to
reach target
number
Seeker 4 1 1
Prayer 4 1 1
Evangelism 4 1 1
Service 4 1 1
Culture Club 5 2 2
Discipleship 6 2 1 1
Leadership 8 3 1 2
Total 35 11 2 9
Reference
Whitesel, Bob. (2004). Growth by Accident, Death by Planning: How Not to Kill a Growing
Congregation. Nashville: Abingdon Press.

Appendix P
Composite Maturation Number (CMN) for Three Bridges International Communities
In reading Whitesel’s recommendations on Measuring Maturation Growth (2001, Chapter
10) it seems as if three different scores could be reported and each would reflect a very different
element of our ministry; for example, a Composite Maturation Number (CMN) for Community
1=100%, Community 2=27%, and Community 3=100%. Based upon this evaluation, we
probably need to focus on improvements in Community 2. A description of the different
communities we serve is provided below.
For Community 1, we could report a CMN of 100%, in that the average attendance (AA)
all those at our Friday Night Fellowship Bible studies are participants in our educational
opportunity attendance (EOA), however, I would like to provide some background information
on this group. While about 98% of our Bible study attendees are unbelievers, 2% believers, we
consider the attendance of the 98% to be very significant. For an unbeliever to attend one Bible
study per week is a miracle and we want to celebrate that. We probably cannot expect them to
attend more than one, as they are extremely committed to their academics, but some who are
really seeking God are open to a “one-on-one” Bible study with a staff or student leader or attend
a church.
In Community 2, should we consider our average weekly attendance (AA) at our two
primary Bible study groups (55 per week, 98% unbelievers) and include our student leaders and
seekers who we do meet with “one-on-one” (EOA, 15 per week) we would have a resulting
CMN of 27%. This number (27%) is much lower than in Communities 1 and 3, as we are
isolating a select population of students, Christians and unbelieving seekers, from among our
large population of unbelievers who attend our weekly group meetings.
The Community 3 group is the most significant number for us to evaluate since this is the
number of Christians who are actually being discipled, in “one-on-one” discipleship relationships
outside of weekly Bible study meetings, and seeker studies in addition to the weekly group
meetings. As we evaluate how many believers and seekers are in additional “discipleship,” or
Christian education programs, that CMN would also be 100%.
In summary, we present high CMN scores through attendance and participation in our
Bible study groups for unbelievers (100%) and in one-on-one” discipleship with our student
leaders including seekers who want to learn more about the Bible (100%), thus, we must take a
closer look at our 27% CMN score. While this may be considered a low score, remembering that
98% of our audience are unbelievers, we need to re-think how we could better engage the
remaining 73% in some other Christian education opportunities or faith-based venue, whether
that be in church, casual spiritual discussion groups, community service, etc.
Reference:
Whitesel, Bob. (2001). A House Divided: Bridging the Generation Gaps In Your Church.
(Abingdon Press)

Figure 1
Bridges International Small Group Structure 2011-2012
FridayNightFellowship(FNF)
Leadership Team Discipleship
ESL Class
Thursday Bible Study
Gen Y Study
Children's Program
Boomer Study
Gen X Study

Figure 2
Proposed Bridges International Small Group Structure 2012-2013
Friday Night
Fellowship
(FNF)
Leadership
Team
New
Leadeship
New Prayer
New Culture
Club
New Service
New
Discipleship
New Seeker
New
Evangelsim
New
Leadership
New Culture
Club
Discipleship
ESL Class
Thursday
Bible Study
Gen Y Study
Children's
Program
Boomer Study
Gen X Study
New
Diversification
Groups
Extension of
Friday Night
Fellowship
Group
Existing Friday
Night
Fellowship
Group

Appendix Q
Organizational Behavior Implementation Plan
Organizational
Behavior
Category
Goal Person(s)
Responsible and
Due Dates
Assessment/ Indicators of
Success
Chris: Director
Kelly: Co-director
Leadership Team
Leadership 1. Develop personal
leadership skills
2. Propose ongoing training
for full-time/ part-time staff
leaders
Chris and Kelly,
August-December,
2012
1. Implement personal and
staff development plans
2. Conduct ongoing
evaluation to determine
effectiveness
Team
Leadership
1. Initiate training for more
effective articulation of
“clear purpose,” motivational
strategies, vision-casting and
mission ownership among
the leadership team
2. Delegate responsibilities
to empower inexperienced
leaders and gain buy-in
Chris and Kelly,
August-December,
2012
1. Incorporate statements of
purpose, motivational
strategies, and vision-casting
for mission ownership as a
component of every training
2. Delineate leadership
pathways by divestment of
ministry responsibilities,
3. Conduct ongoing
evaluation process to
determine effectiveness
Small Groups 1. Implement new “organic
cell” groups to increase the
CMN score and engage new
cultural groups and pockets
of unreached peoples on our
campus
Chris and Kelly,
August 15, 2012
1. Designate leaders, times,
dates, and locations for
establishment of small
groups and their intended
ministry purpose
2. Conduct ongoing
evaluation to determine
effectiveness
Organizational
Structure
1. Implement multidivisional
structure to reach new
audiences and better manage
diversification
Chris and Kelly,
August 15, 2012
1. Hold a “trial run-stress
test” on multidivisional
structure to determine
effectiveness and implement
upon revision as necessary
Team
Environments
1. Incorporate young leaders
in planning and decision
making roles to bridge the
Boomer/Y Generation gap
Chris and Kelly,
August-December,
2012
1. Solicit feedback from
student leaders on key
decisions and invite them to
make recommendations for
effective Gen Y ministry

Appendix R
Marketing and Outreach Plan
Four Stages
of Marketing
(Smith and
Wright, 2011,
p. 193-209)
Goal Person(s)
Responsible and
Due Dates
Chris: Director
Kelly: Co-director
Leadership Team
Assessment/ Indicators of
Success
1.
Identify
needs
1. Accurately implement
“The Outreach Research
Process” by a) Defining
the problem, b)
Conducting exploratory
research, c) Formulating
a hypothesis, d)
Collecting primary and
secondary data, and
subsequently, e) Identify
needs based upon current
information
Chris, Kelly, and
Leadership Team
by August 31,
2012
1. Revise and update Appendix
A: Situational Analysis for
Contextualized Ministry,
Appendix B: SWOT Analysis,
and Appendix C: Core
Competencies on an annual
basis as necessary to remain
current with our ministry
community and its needs.
2. Complete focus groups and
one-on-one interviews to glean
“felt needs” and compile results
2.
Design
ministry to
meet those
needs
1. Create a “Mission
Needs and Strategies”
Chart with a “rank-
order” of identified needs
and brainstorm potential
strategies
Chris, Kelly, and
Leadership Team
by August 31,
2012
1. Incorporate resulting
strategies into AMP and prepare
communication plan
3.
Communicate
information
about those
ministries to
people who
need them
1. Create “Media
Manager” position to
transmit effectively to
our ministry community
and potential audience
about programs and
opportunities
Chris, Kelly, and
Leadership Team
August 15, 2012,
Assign task to
“Media Manager”
1. Write position description
and appoint “Media Manager”
to develop contextualized
advertisements and implement
comprehensive media strategy
to include website, IM,
Facebook, Skype, YouTube,
Twitter, MailChimp, etc.
4.
Evaluate
customers
satisfaction
1. Develop “customer
satisfaction” and
program evaluation
survey for use with BI
events and activities
Chris, Kelly,
Leadership Team,
and Media
Manager, August-
December 2012
1. Customers respond with an
average 90% favorable rating
on all programs sponsored by
Bridges International
Reference

Appendix S
Mission Needs and Strategies Chart
Needs Strategy Date Event Time Person(S)
Responsible
Social networking,
establishing new
friendships
Host trip to
explore the
students new
world and make
new friends
Saturday,
July 28
Amish Country
Tour
9:30
AM
Chris
Learn how to buy a
used car,
transportation is an
immediate felt need
Host
educational
seminar
Saturday,
August 4
Car Seminar 10
AM
Chris
Social networking,
establishing new
friendships
Host
community
social mixer
and game night
Wednesday,
August 8
Ice Cream Party 7:30
PM
Chris/Kelly
Curiosity about
spiritual interest,
practice conversation
English, enjoy free
meal
Free dinner and
Bible study for
adults and
children
Friday,
August 10,
17, 24
Friday Night
Fellowship
7:00
PM
Chris/Kelly
Family connections
with other families,
social networking,
establishing new
friendships
Host family
friendly
(children
focused)
community
social mixer
Saturday,
August 11
Friends &
Family Fun Fest
11:00
AM
Chris
Social networking,
establishing new
friendships, learning
how to survive in the
US and succeed
academically
Host panel
discussion, ice
breaker games,
and community
social mixer
Wednesday,
August 15
New Student
Welcome Party
6:00
PM
Chris/Kelly
Social networking,
establishing new
friendships
Host trip to
explore the
students new
world and make
new friends
Saturday,
August 18
Tour of
Columbus
10:00
AM
Kelly
Reference

Figure 3
Managerial Ethics Matrix and Pitfalls
Figure 3. Ethical Decision-making, Covenantal Management, and the Value of Ethical and
Accountability Provide Safeguards for the Pitfalls and Temptations of Life
Reference
Where ethics are
thin, as at the
juncture of these
three triangles,
pitfalls may occur

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