Strategic Plan 2015-2019 - MAF International
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MAF International
Strategic Plan 2015-2019
CONTENTS Our Strategic Journey....................................... 4 1 Executive summary........................................... 7 2 Reflections on the existing strategic plan............ 9 3 Important internal trends................................ 13 4 Long-term trends.......................................... 19 5 The starting point.......................................... 23 6 Moving forward (strategic priorities)................ 25 7 Implementation (strategic objectives).............. 29 8 Critical success factors................................. 33 9 Financial implications..................................... 37 10 Risks............................................................ 41 11 Final conclusions.......................................... 43 2 MAF Strategic Plan 2015 - 2019
“A MAF flight can make the
difference between a healthy
newborn with a living, loving
mom and an infant who is
orphaned. Many literally owe
their lives to a MAF programme”
Beth Elson, Health Alliance International
MAF Strategic Plan 2015 - 2019 3
Our Strategic
This has been possible because
we have a faithful God whom we are
committed to serve and seek in prayer.
Every three minutes And because we are united
one of our aircraft takes off or lands in purpose and in vision
bringing help, hope and healing
to those in need all over the world
ies
sionar
l So uth mis
Globa dustry
av iation in
Stab le
n
isolatio
p o ck ets of
but
cture ers
in frastru disast
Impro
ved
to n atural
e
spons
sed re
Increa
We are a Current
western-based recruitment base
organisation is not big enough
(funds and staff)
We are a
’do it ourselves’
type of ministry Our partnership
strategy
is not strong
Good focus
We are not
on quality and safety
very agile,
but what about
risk-adverse and slow
efficiency?
to change
4 MAF Strategic Plan 2015 - 2019
Journey
Our current strategy
has taken us far…
RESOURCE IMPROVED
DEVELOPMENT INTERNAL
ORGANISATION
PARTNERSHIP NEW MINISTRY
FOCUS MODELS
But we can go even further…
We must chart our course
around the current trends
and navigate through
challenging conditions
What could MAF
look like in 20 years?
FROM DOING
Together in
TO ENABLING
Christ we will be
BECOMING A MORE
strategically
AGILE ORGANISATION
positioned to
BECOMING TRULY
transform
INTERNATIONAL
more lives
MAF Strategic Plan 2015 - 2019 5
He is before all things, and in him all things hold together Colossians 1:17 6 MAF Strategic Plan 2015 - 2019
1
EXECUTIVE
SUMMARY
This strategic plan builds on the previous plan and as such Rolling out the approved HR strategy with a key focus
represents more changes in emphasis rather than major on recruitment and reward and the Asia development
changes of direction. It briefly looks at what was achieved strategy will form integral parts of the new strategy and are
during the past few years and identifies both successes as considered critical success factors. In addition we plan for
well as key areas where the existing strategy fell short. This, a greater emphasis on improving financial management in
in combination with a careful analysis of long-term trends, such a way that operational income and expenses will return
forms the basis of the new strategic plan. to a more healthy balance, and with all of our resources
focused on making a difference in places of highest need.
That said, with the new plan we are introducing three new
key themes which will run like a thread through the plan and As we look forward and plan we acknowledge our
which will tie together the different strategic initiatives. These dependency on the Lord and we commit ourselves to
three themes are: prayer recognising that He is before all things and in Him all
things hold together (Colossians 1:17).
• From doing to enabling
• Becoming more international
• Increasing agility
FROM DOING BECOMING TRULY BECOMING A MORE
TO ENABLING INTERNATIONAL AGILE ORGANISATION
WE ARE STRATEGICALLY POSITIONED TO TRANSFORM MORE LIVES
MAF Strategic Plan 2015 - 2019 7
“We hope and pray that our good Lord will continue to guide us and MAF until all those remaining steps are met with success and joy” Villagers of Lailenpi Myanmar looking forward to MAF commencing operations 8 MAF Strategic Plan 2015 - 2019
2
REFLECTIONS ON THE
EXISTING STRATEGIC PLAN
The 2011-2015 strategic plan introduced four Financial support (in terms of grants and SWAP funding)
strategic priorities: was given to Australia, Finland, and Norway to accelerate
their growth
• Resource development
Lastly, much effort was put into Asia development and MAF
• Internal organisational improvement was (re-)established in Malaysia, Singapore, Philippines and
India. To date, two Asian International Staff members have
• Partnership focus been accepted into MAF and there are several more in the
pipeline. In mid-2014 MAF International Board approved the
• New ministry and new ministry models Asia development plan for further investment in Singapore,
Philippines and India, as well as the recruitment of an Indian
2.1 Resource development national to work alongside the International Development
We identified lack of sufficient financial resources and, even Director in Asian development.
more so, lack of sufficient human resources as issues
which needed to be addressed in order for MAF to be able 2.2 Improving the internal organisation
to respond to both existing and future needs. With this in Firstly, we recognised that a lot of work had to be done
mind we focused on three key areas: 1) developing a new for MAF International (operations) to start functioning
HR strategy; 2) developing some of the smaller Resourcing as one organisation. Secondly, the information flow
Groups; and 3) investing in Asia development. Good between Resourcing Groups and operations in terms of
progress was made in each of these areas. stories, pictures, project proposals and reporting needed
improvement. With that in mind we focused on the
A comprehensive HR strategy was developed and following areas: 1) creation of a single leadership team; 2)
approved, and implementation is underway. Special restructuring all support departments so that they would
attention was given to recruitment and I am pleased to say have a global instead of a regional focus; and 3) creation of
that we are gaining real momentum, with a net growth in an internal communications department.
number of International Staff forecast for 2015 after three
years of decline. However, whereas recent developments After the appointment of a single CEO, a new Executive
have been encouraging, a further step change will be Leadership Team was put together. As time has progressed
required to adequately address our future needs. that team has bonded well and has started to work
increasingly more strategically.
Regular financial (EON) support from MAF groups other
than MAF UK grew by an average of 6.6% per year, while All support departments have undergone a complete
MAF UK increased their contribution by an average of 9.6% restructure whereby most roles have now become global
annually. In other words, our dependency on MAF UK rather than regional. As a result they have started to work
increased rather than decreased in the past four years. That much more as virtual teams with team members based in
said, MAF Australia, Netherlands, Norway, Sweden and Ashford and Cairns as well as in the field. In addition, a new
Finland managed to increase their contributions significantly. department for Quality, Safety and Security was created.
MAF Strategic Plan 2015 - 2019 9
A new internal communications department was created Collaboration with MAF-US and MAF Canada intensified
to improve the information flow between operations and in the last couple of years with several joint projects now
Resourcing Groups and to improve overall communications on the go, including Wingman (IT), Myanmar and disaster
within MAF International. The feedback received suggests response. Moreover, both groups are seconding more
that this has been a worthwhile development. International Staff to our programmes.
Typically while going through a merger process the focus 2.4 New ministry (models)
is on aligning systems, procedures, standards and culture. Our fourth and last strategic priority area included 1) seeking
MAF is no different in that respect. However, as new to open up new programmes, 2) introducing cheaper-to-
systems and procedures are being formalised there are operate aircraft type(s), and 3) introducing different operating
concerns that MAF as a whole has become less flexible and models.
more bureaucratic. As we move forward this concern needs
to be addressed. After considerable delay due to the Ebola outbreak, we
have now moved into Liberia and aim to be operational
2.3 Partnership focus before the end of 2015. We also completed our registration
Our third strategic priority area focused attention on in Myanmar, and indications are that we may become
the importance of partnerships, as it is mostly through operational sooner than originally anticipated.
partnerships that we are able to achieve our vision of seeing
isolated people being transformed in Christ’s name. The The C182SMA was successfully introduced into
key priorities in this area were 1) seeking to develop more Madagascar and Chad and a third one is scheduled to
strategic partnerships both at headquarters level and in the become operational in South Sudan this year. Due to its low
field; 2) more engagement with networks from the Global operating costs the aircraft has allowed us to fly a customer
South; and 3) ongoing close collaboration with MAF-US and group for whom we had become too expensive. On the
MAF Canada. downside, the dispatch reliability of the aircraft relating to
engine problems is a real concern.
Several successful partnerships have been forged
at programme level including partnerships with local Lastly, there was some progress in terms of different
governments. However, to further develop these operating models. We are trying the consultancy
partnerships internationally proved to be more challenging. approach with a flying club in Nigeria, have transferred our
Fortunately we have good access and collaboration with maintenance operation in Tanzania to local ownership, and
like-minded partners through networks such as EU-CORD we charter aircraft in South Africa instead of operating our
and Integral. Such networks are particularly valuable during own. Moreover we are encouraging the introduction of
disaster response. Limited progress was made with regard technology services into more programmes.
to engaging with networks from the Global South, but
contact was made with the Micah Network. As we move
forward we may need to rethink how to progress in this
area.
10 MAF Strategic Plan 2015 - 2019RESOURCE DEVELOPMENT
Asia development
Financially
is starting to gain
strong
momentum
BUT
High dependency
Resourcing Groups on MAF UK
Recruitment is
are growing their Growth in recruitment
starting to grow is not enough to
income
address the need
IMPROVE INTERNAL ORGANISATION
Global organisation is well established
Improved internal communications & info sharing
ELT & Board have real strategic focus BUT
Heightened security management & increased training streamlining and
formalising internal
processes can feel
Better fleet and engine management cumbersome and
bureaucratic
Improved safety
PARTNERSHIP FOCUS
Some successes:
➔ Rural Airstrip Agency | PNG
➔ ‘Let’s fix it’ initiative | Bangladesh
➔ Mercy Ships | Madagascar
➔ eMi | Uganda BUT
It is difficult to put
strategic global
EU-CORD | INTEGRAL partnerships into
meaningful action
Local partnerships enable
us to achieve our vision
NEW MINISTRY MODELS
Increased focus on training
➔ TC Mareeba
➔ MATC
➔ Engineering Apprenticeship Programme
BUT
Myanmar It takes us a long
time to set up
something new
Liberia
C182SMA
MAF Strategic Plan 2015 - 2019 11Programme Manager Emil Kundig and Pilot Arjan Paas, two of the founder members of the MAF lifeline in Liberia 12 MAF Strategic Plan 2015 - 2019
3
IMPORTANT
INTERNAL TRENDS
3.1 Operations However, it will be important to monitor this very closely
Draft Strategic plan 2015-2019
Operational activity (measured in hours flown) has reduced year and take the necessary action if, for whatever reason, that
on year since 2011, with the most significant drop happening growth does not materialise.
in 2014. The primary reason for this has been the shortage of
RTANT staff,
INTERNAL
particularly TRENDS
impacting the three programmes where the Driven by our desire to allocate resources where they
ations demand for our service is the highest: Arnhem Land, PNG have the greatest ministry impact, we have realigned our
and South Sudan. Other factors include delays in starting up operation in several places. Most notably the following
activity (measured in hours flown) has reduced year on year since 2011, with the most
the Liberia programme, reduced flying in Uganda following the changes were implemented:
rop happening in 2014. The primary reason for this has been the shortage of staff,
revocation of our permission to fly internationally, lack of staff in
mpacting the three programmes where the demand for our service is the highest:
Mongolia, the closure of the flying programme in South Africa • ClosureArnhem
of own flight operations in South Africa
nd South and
Sudan. Other factors include delays in starting up
the re-directing of existing resources (people and aircraft) the Liberia programme,
g in Uganda following the revocation of ourapermission • Restructure
to fly internationally, lack of staffand significant reduction of footprint in Tanzania
from programmes that experienced decline in demand
the closure ofAfrica)
(East the flying
taking programme in South and
longer than anticipated Africa
not and
alwaysthe re-directing of existing
• South Sudan becoming an independent programme
eople and aircraft) from programmes that experienced a decline
resulting in people going to the places of highest need due to in demand (East Africa)
than anticipated and not
issues around alwaysamong
schooling resulting in things.
other peopleMoreover, the places•of highest
going to with Restructure
needand refocus of the Kenya programme
ever increasing
s around schooling among requirements from Moreover,
other things. regulators and the ever
with effortsincreasing requirements
• Opening Liberia and Myanmar as new programmes
ors and the efforts we ourselves put into increasing theof quality
we ourselves put into increasing the quality and safety our and safety of our
operations,
he operational the operational
availability of pilots availability
has reduced. of pilots has reduced. • Focus on re-staffing the PNG programme
As far as flight operations are concerned we have identified
Hours Flown the following priorities:
35000
30000 • Get Liberia and Myanmar fully operational
25000
• Complete the strategic re-focus of the Kenya programme
20000
15000 • urther develop and increase activity in the South Sudan
F
10000 programme
5000
0 • ebuild and restructure the PNG programme in line with
R
2011 2012 2013 2014 2015 its strategic plan
(forecast)
• e-staff the Arnhem Land programme and clarify its dual
R
urs flown isWhereas
not a good measure (ministry + training) strategy
hours flown isofnot
ministry
a goodimpact,
measure it of
is aministry
good measure of activity and it
ern that aimpact,
declineitinis operational
a good measureactivity has coincided
of activity and it is awith
real a significant• investment on
Review potential long(er)-term involvement in Nepal
side. However, with a much better recruitment plan in
concern that a decline in operational activity has coincidedplace and a greater focus on recent earthquake
following the
ieve we arewithturning a corner
a significant and weon
investment should see activity
the support grow significantly in this next
side. However,
od, thus bringing back better
with a much the necessary balance.
recruitment plan in place and a greater • Further expand operational activity in West Africa
focus on training I believe we are turning a corner and we
will be important
shouldto monitor
see activitythis
growvery closely and
significantly takenext
in this necessary action•if, for
the strategic Review need for MAF operation in Bougainville
whatever
growth does not materialise.
period, thus bringing back the necessary balance.
r desire to allocate resources where they have the greatest ministry impact, we have
r operation in several places. Most notably the following changes were implemented: MAF Strategic Plan 2015 - 2019 133.2 Staffing levels Notes:
As can be seen in the table below, the total number of
International Staff dipped in 2013 and 2014, but is set to • he figures focus on staff in programme only and
T
recover in 2015. However, due to visa issues some of this exclude those International Staff working in Cairns,
recovery may not happen until 2016. Ashford or Mareeba;
• ‘Other’ refers to International Staff coming from countries
Programme 2011 2012 2013 2014 2015
where there is no MAF Resourcing Group;
Arnhem Land 34 30 28 28 32
Bangladesh 4 3 2 2 4 • he ‘duplicate’ line has been included as some
T
Chad 4 3 4 5 4 International Staff are counted under 2 Resourcing
CRMF (PNG) 2 2 3 2 3 Groups. This is the case where husband and wife (and
Liberia 2 their financial support) come from 2 different countries.
Kenya 22 24 19 11 9
3.3 Support costs (regional offices)
South Sudan n/a n/a n/a 8 11 During the initial part of this strategic period we invested
Madagascar 4 4 5 5 5 significantly in the support side of the organisation. This
Mongolia 2 2 1 1 2 was necessary for successful integration, the boosting of
Myanmar 0 capacity in specific areas of need and for investment in
some new strategic initiatives. Over the past four years we
PNG 32 34 31 28 35
have successfully globalised the different departments,
South Africa 2 2 0 0 0
created a new ELT, added an internal communications
Tanzania 14 16 17 5 6 department (at the request of the Resourcing Groups),
Timor-Leste 1 1 2 2 2 increased our recruitment capacity, and created the role of
Uganda 14 13 13 21 19 an International Development Director to focus on increasing
TOTAL 135 134 125 118 134 our presence in Asia. Although some ongoing adjustments
are being made, the structure overall is well established and
When we analyse our 2015 projected number of International is geared towards being able to handle greater programme
Staff by Resourcing Groups the following figures emerges: activity. The latter is needed to restore balance between
support and programme costs.
Sending Group F’cast 2015
MAF Australia 31
MAF Canada 17
MAF Denmark 0
MAF Finland 3
MAF France 1
MAF Germany 4
MAF Italy 1
MAF Netherlands 11
MAF New Zealand 13
MAF Norway 1
MAF South Africa 3
MAF Sweden 2
MAF Switzerland 11
MAF UK 23
MAF US 4
Other 13
Less: duplicates -4
TOTAL 134
14 MAF Strategic Plan 2015 - 2019In reviewing the trend forward, Figure 2 demonstrates that we should be able to achieve an
Acceptable rate over the next few years. If we continue with the improvements in the Safety
and Quality culture, then MAFI should be able to achieve the target rate by 2018.
Flight Accident Rate - MAF I (8 year rolling rate)
6.00
4.98
5.00 4.61 4.60
4.33 4.37 4.42
3.50 3.71
4.00
2.86
3.00 2.59 2.69 2.77
1.96 2.01
2.00 1.54
1.00
0.00
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Per 100,000 hours Target Acceptable
3.4Africa
2.1.2 SafetyRegion During this next five years the major priorities in terms of fleet
In terms of safety this strategic period did not start very well, management include:
Over the last year no flight accidents were recorded for this region. This has resulted in an
with two accidents in PNG within a short period of time. A
accident rate of 0.00 per 100,000 flight hours over an 8 year rolling rate as shown in the figure
safety enhancement plan was introduced and safety and
below. • Major overhaul and upgrade of second Twin Otter
quality management systems was further aligned between
the two regions. These efforts and an increased focus on • Agree on fleet plan for PNG with the aim of reducing the
AR Accident rates per 100,000 flight hour (8 year rolling rate) Figure 3in PNG to two
safety and quality appear to have paid off, with all safety number of types operated
7
trends moving in the right direction. The introduction of
a new reporting system, Mantis, has certainly helped to • Further phasing out of our C206 fleet
6
improve our reporting culture, and5.24credit5.29
goes to all staff for
buying into the 4.83
system.5.04 • Completion of Caravan avionics upgrade
5
4.13 4.24 4.28 4.25
4.00
If the current
3.92 trend continues, we are likely to meet our • Rationalising our fleet of training aircraft in Mareeba
4
target of fewer than two accidents per 100,000 hours within
the time-frame of this strategic plan. For this to happen, • Improve dispatch reliability of C182SMA
3
ongoing effort and attention need to be given to promote 2.18 2.15 2.14
2
safety within the organisation. As far as quality is concerned, 3.6 Training
we are aiming to improve the way we measure the cost In response to the ongoing shortage of staff we have put
1.07 1.09
1
associated with (lack of) quality. greater emphasis on training. We invested in MATC in
the Netherlands, moved flight training from Coldstream to
0.00
0
3.5 Fleet Mareeba, and are in advanced conversation with Prairie,
During
1999 the past2001
2000 five years
2002 we managed
2003 both 2006
2004 2005 to rationalise
2007 2008 2009 Canada.
2010 Through
2011 2012 an improved
2013 2014curriculum we are seeking
and upgrade our fleet andAccidents
now operate Acc/100k
a fleet of 60
hours
aircraft.
Target
to reduce the
Acceptable
minimum requirements for pilots to join MAF
The PC12 was phased out and good progress was also and are working very closely with the Resourcing Groups to
made with phasing out our Cessna C206s with now none reduce the time it takes for pilots to go to the field.
This is the first time in MAFI history that such a rate
remaining in PNG. Further modifications were carried out on has been achieved and illustrates the hard
work that has gone on behind the scenes by both
the GA8 to improve its reliability and its STOL performance.staff and management
Following the at struggles
all levels.at ACMA with regard to their
One of our three Twin Otters successfully underwent a engineering training programme, we have moved to an
major overhaul. Lastly, progress has been made with the apprenticeship model which is now being implemented in
avionics upgrade of our Caravans and four have now been Mareeba.
completed.
SMS Annual We are
Report waiting for the necessary permission
- 2014 Page 2 of 10
to upgrade a further two Caravans in 2015. Confirmed Both initiatives are in effect examples of vertical integration,
future aircraft needs include a C208 for Liberia and a C208 whereby we are seeking to engage at an earlier stage with
Amphibious for Bangladesh. Furthermore we expect to the those who have a desire and calling to serve God through
need for an aircraft in Myanmar. MAF with the aim of improving the future pipeline of pilots
and engineers.
MAF Strategic Plan 2015 - 2019 153.7 Finances
Below you’ll find the overview of the actual income and
costs from 2010 to 2014 compared to the operating
budget as presented in the last strategic plan:
2011 2012 2013 2014
SUMMARY Budget Actual Diff Budget Actual Diff Budget Actual Diff Budget Actual Diff
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
INCOME
Africa Operations 6,733 6,735 2 7,452 7,501 49 7,676 7,802 126 7,906 5,431 -2,475
Asia Pacific Operations 13,393 14,562 1,169 13,911 15,501 1,590 14,488 11,511 -2,977 15,259 9,111 -6,148
Members (Eons) 8,132 9,127 995 9,076 9,785 709 9,303 9,384 81 9,541 11,176 1,635
Members (Staff Support) 1,762 1,903 141 1,859 2,186 327 1,963 2,135 172 2,075 2,434 359
Net Benefit Asian Fund Raising 0 0 0 0 0 0 25 0 -25 140 0 -140
Institutional Funding increase 0 0 0 0 0 0 100 0 -100 200 0 -200
Sub-total 30,020 32,327 2,307 32,298 34,973 2,675 33,555 30,832 -2,723 35,121 28,152 -6,969
EXPENSES
Africa Programmes 7,991 8,379 -388 9,183 9,314 -131 9,459 9,706 -247 9,742 8,910 832
Asia Pacific Programmes 15,742 16,520 -778 16,474 18,933 -2,459 16,968 14,289 2,679 17,477 12,452 5,025
Support offices 5,630 5,693 -63 6,046 5,733 313 6,840 5,945 895 7,046 6,504 542
Transfers to/from designated funds -10 0 -10 -200 84 -284 -200 714 -914 -100 236 -336
Additional staff 0 0 395 0 395 404 0 404 413 0 413
New initiatives 25 0 25 200 0 200 200 0 200 300 0 300
Sub-total 29,378 30,592 -1,214 32,098 34,064 -1,966 33,671 30,654 3,017 34,878 28,102 6,776
Result 642 1,735 1,093 200 909 709 -116 178 294 243 50 -193
Annual perc increase in income 20% 8% -12% -9%
Annual perc increase in expenses 16% 11% -10% -8%
Tot number of International Staff 135 134 125 118
Tot flying hours 30,031 28,890 26,143 21,258
A number of conclusions can be drawn from this: • sia development has not yet resulted in funding
A
income, but has resulted in recruitment of new
• rogramme income is significantly down in 2013
P International Staff.
and dramatically down in 2014 in line with the lower
hours as a result of lower staffing levels. Consequently • In spite of investments made at regional level (i.e.
programme expenses have also been down. support offices), overall costs were significantly below
budget.
• esourcing Group income has been consistently above
R
budget, but most notably in 2014. This is the reason
why we did not end up with a deficit in 2014.
16 MAF Strategic Plan 2015 - 2019As always we separate our operational budget from our
capital budget. Concerning the latter the comparison
between budget and actual was as follows:
2012 2013 2014 Total
SUMMARY Budget Actual Budget Actual Budget Actual Budget Actual
$`000 $`000 $`000 $`000 $`000 $`000 $`000 $`000
Aircraft 2,200 784 980 5,800 800 538 3,980 7,122
Aircraft upgrades 400 - 600 187 600 991 1,600 1,178
Property 500 821 500 427 500 1,190 1,500 2,438
Vehicles & equipment 440 570 440 309 440 347 1,320 1,226
TOTAL 5,552 2,175 2,520 6,723 2,340 3,066 8,400 11,964
This includes: • urchase of four houses in South Sudan, a house
P
+ annex in Arnhem Land, Mareeba Training Centre
• he purchase of two Cessna Caravans, a C182SMA,
T building, and part of the costs of the Kajjansi office
and five GA8s (now known as Project Croc)
Thanks to the hard work of our Resourcing Groups and the
• our avionics upgrades and the refurbishment of one
F generous donations of our supporters the actual capital
Twin Otter project income far exceeded the budgeted income.
SUMMARY OF INTERNAL TRENDS
Operations
• Hours flown down year on year since 2011
• Staff shortages especially in programmes where service demand high
• Change programme implemented to realign operations to maximise ministry impact
• Globalisation of support functions
• Enhanced safety and quality processes
Fleet
• Rationalisation and upgrade of fleet over last 5 years
• Greater emphasis on training to grow our own pilots and engineers including new facility at Mareeba
Finances
• Programme income down but Resourcing Groups income consistently above budget
• Generous donations and supporter base has enable significant capital investment including acquiring 8 aircraft
MAF Strategic Plan 2015 - 2019 17“This is a miracle that has happened. When I received the call from you guys, this was like this is a game changer for us. We haven’t been able to reach so many communities because of the roads, the weather conditions, many days of driving or hiking and this is changing everything. Thanks to you guys we will be able to reach communities that haven’t been reached yet with medicine, clean water, clothes, food supplies so this is amazing. Thank you so much. Today everything changed – we met MAF!” Diego Traverso – Operation Blessing – Nepal 2015 Disaster Response 18 MAF Strategic Plan 2015 - 2019
4
LONG-TERM
TRENDS
4.1 Introduction Fourthly, the need for MAF services in relief and disaster
Any new strategy not only builds on the strength of the situations remains high. The ongoing high demands for
existing strategy whilst addressing its weaknesses; it also our service in South Sudan, the East Africa famine relief
needs to take into account the long-term trends that impact intervention, and our involvement in the Nepal earthquake
MAF in both a positive and negative way. Significant time disaster response are good examples of that. We have
was spent identifying these trends. been working very closely with MAF-US in this area and
have successfully set up a joint structure. The speed with
4.2 Trends related to needs which we have been able to respond to the earthquake in
Research1 suggests that poverty on the whole is on the Nepal has been encouraging and demonstrates that the
decline. However, there are still over 1 billion people living in joint approach is working. As we look forward we anticipate
extreme poverty. Moreover there remain many people and that our involvement in similar situations is likely to increase
people groups that have limited or no access to the Gospel, rather than decrease.
and the need for nurturing existing churches in remote areas
remains high. Fifthly, as we look forward we anticipate that there will be
greater need for MAF services in so-called closed countries,
Secondly, in many (but not all) of the countries were we i.e. in countries where Christianity is a minority faith. This will
operate the infrastructure is improving, but pockets of have an impact on the way we train and equip missionaries
isolation remain. Effectively this means that in the long run to serve effectively in those countries; for example putting
more of our programmes are likely to become smaller and greater emphasis on the need for personal witness and
more focussed on specific isolated areas within a country. discipleship.
Thirdly, with the ongoing world-wide population increase, Lastly, we see opportunities for MAF to get involved in
urbanisation continues to be a major trend. However, consultancy-type work whereby some of the knowledge we
research2 suggests that the number of people living in rural have gained over many years can be shared with others,
areas is likely to remain fairly stable. such as local operators and aviation authorities. This would
create other opportunities for witness.
1
World Bank, Remarkable declines in global poverty, but major
challenges remain, April 17, 2013
2
United Nations, World Urbanization Prospects, (revised) 2014, esa.
un.org/unpd/wup/Highlights/WUP2014-Highlights.pdf
MAF Strategic Plan 2015 - 2019 194.3 Trends related to our 4.4 Trends related to our resources
external environment Most of our resources come from Western countries
We operate in a highly regulated and conservative industry (Europe, Australia and New Zealand, and North-America)
where changes tend to be incremental and slow. The slow and we are thankful for the many faithful and committed
development of a diesel alternative to our piston engines is a supporters we have in those countries. At the same time we
good example of this. Although there are several companies know that our donor base is ageing and that the Church in
working on this development, we still seem to be several years the West is in decline. Although these may not impact us
off a suitable solution for our fleet of piston aircraft. At the same in the short to medium term, we anticipate that in the long
time we are operating in an ever faster changing world with term financial support from our existing supporter base will
pressure on us to be increasingly more flexible and to continue decline. This can be counterbalanced by increasing our
reducing costs. There is an inherent tension between these presence in Western countries where MAF has been under-
two worlds which we are grappling with day by day. represented so far and by focusing more on Asia and the
Global South where the Church is growing, in some places
One of the challenges we are facing is that we are seeing even quite dramatically.
needs changing in countries where we operate, but we are
relatively slow in our ability to move aircraft and people. As It is for this reason that we appointed an International
we look forward there is a need for us to be able to respond Development Director to focus on Asia development, and it
more quickly to changing needs. Likewise, whereas we is encouraging to see that this is now gaining momentum.
continue to focus on a long-term commitment to serve the With regard to recruitment in particular, we believe there
needs of the isolated peoples in the countries where we is great potential and we anticipate that Asian and Global
operate, we anticipate that in future the length of time we South missionaries will become an important part of MAF’s
will serve in some countries will reduce. This means that in missionary force.
some of the new places where we plan to start operating,
we should start with an exit strategy in mind. Other trends to be mindful of are the generation gap and
different attitudes of younger missionaries (Gen Y) starting
Lastly, many missions have moved from doing to enabling to join MAF, as well as concerns around obtaining visas and
whereby much of the work has been handed over to the work permits. The latter was already identified in the previous
Church and/or local partners. This has not only changed strategic plan as an area of concern and we can only expect
the need for our service and whom we serve, but also begs this to become more difficult in the years to come.
the question whether and how this might apply to MAF. Our
main focus has continued to be on ‘doing’ and as a result Lastly, donor transparency and a need to be able clearly
we have largely remained a Western mission in our outlook to demonstrate impact are ongoing trends and we need to
and in the way we work. Of course the fact that we are a make sure that our information systems are robust enough
highly technical ministry is an important factor in that. to meet those demands.
20 MAF Strategic Plan 2015 - 2019TRENDS: NEED
Poverty overall is on the decrease,
but urgent needs remain
Increased needs in response to natural disasters
Improved infrastructure,
but pockets of isolation
Highest need for MAF likely to be
in so-called ‘closed countries’
Ministry opportunities to share our
aviation knowledge in different ways
TRENDS: THE EXTERNAL ENVIRONMENT
A relatively stable and only
slowly-changing aviation industry
Decreasing maintenance
costs and aircraft downtime
Shorter and more clearly
defined programme cycles
Need to become quicker and more
agile in responding to changing needs
Missions moving from ‘doing’ to ‘enabling’
– mutuality and partnership
TRENDS: OUR RESOURCES
Declining church in the West, but
growing church in the South and East
Global South has become
part of the mission force
Changing expectations
of younger missionaries
Increasing difficulties with placing International Staff
Increased scrutiny from supporters/donors
and need to demonstrate impact
MAF Strategic Plan 2015 - 2019 21MAF’s unique ministry is to use aircraft and technology to physically and spiritually transform the lives of those living in isolated areas 22 MAF Strategic Plan 2015 - 2019
5
THE STARTING
POINT
5.1 Our identity in Christ Throughout the years this unique mandate has been worded
As we reflect on 70 years of history we are encouraged that in different ways in mission, vision and purpose statements,
the desire and calling that moved our founders to create but its core essence hasn’t changed. As we move forward
Mission Aviation Fellowship and use aircraft (and technology) we believe that this unique mandate should remain.
to transform the lives of those living in isolated areas still
lie at the very heart of the organisation. While we continue 5.3 Aviation as core competency
to experience change in terms of where we operate, how Our aviation ministry has been and will continue to be our
we operate and the types of services we offer, the Great core ministry. Nonetheless, we have recognised that other
Commandment and the Great Commission and a desire to technology solutions further increases our transformational
follow Jesus and to make Him known remain the principle impact. It is for this reason that several years ago ‘and
motivation for why we do what we do. technology’ was added to our purpose statement. Where
we implement technology services we seek these services
For this reason it is vital that we continue to seek Him in all to be complementary to our core aviation ministry and to
we do and prayer is therefore such an important part of our serve the same vision of transforming the lives of people
ministry. We expect Him to direct us as an organisation, living in isolated areas.
recognising that we are involved in a spiritual battle.
5.2 Transformation of remote
communities
MAF’s unique ministry is to use aircraft and technology to
physically and spiritually transform the lives of those living in
isolated areas. MAF is unique in that it is a technical mission,
but also because of its focus on reaching isolated areas.
AFFIRM OUR CORE IDENTITY IN CHRIST
TRANSFORMATION OF REMOTE COMMUNITIES TO REMAIN
AT THE CORE OF OUR VISION AND STRATEGY
AVIATION TO REMAIN OUR CORE COMPETENCY
MAF Strategic Plan 2015 - 2019 23Our staff are our greatest asset and one of the biggest challenges we have faced in recent years is recruiting enough suitably qualified people to enable us to do all the crucial work our partners and customers need. Recruitment and training remain key priorities for the organisation 24 MAF Strategic Plan 2015 - 2019
6
MOVING FORWARD
(STRATEGIC PRIORITIES)
6.1 Introduction
Our strategic plan has been developed through detailed
SWOT (Strengths, Weaknesses, Opportunities, Threats)
analysis, which is summarised in the table below:
S Our identity in Christ
Commitment to prayer W Shortage of staff
Cost of operation (efficiency)
United in purpose, vision and values Slow changing
Financial strength Inability to respond quickly
Global presence Western based and Western led
Excellence (including safety)
O T
Visas / work permits
Global South / Asia development Security
Strategic partnerships Declining Church in the West
Sharing our aviation knowledge in different ways Ageing donor base
Need for MAF in countries where we Generational issues
are currently not present Donor expectations
Placing staff in remote locations
Through our new strategic priorities we will be seeking rural airstrip agency (RAA) in PNG is a good example of local
to build on our strengths and seize opportunities whilst capacity building and we will be seeking to identify capacity
addressing some of the weaknesses and safeguarding building projects in other countries as well.
against threats. Through analysis and discussion three
major themes were identified: 1) from doing to enabling; 2) We will look out for opportunities for our staff to be involved
becoming more international; and 3) increasing our agility. in consultancy type ministry where we share our knowledge
and expertise with others. This and the fact that we are
6.2 From doing to enabling likely to be doing more ministry in so-called closed countries
Enabling others has always been at the heart of our mean that we need to better equip and enable our staff to
ministry and will continue to be in the years to come. be effective in discipleship.
However, we aim to become more intentional in terms of
local and international partnerships in order to increase our Lastly we see a need to train and enable more of our local
transformational impact. Moreover we want to put a greater staff to take on senior roles. Not only is this a positive
emphasis on local capacity building and supporting local development is itself, it also addresses the concerns we
initiatives. The way that MAF was involved in setting up the have in terms of work permits and visas.
MAF Strategic Plan 2015 - 2019 256.3 Becoming more international 6.4 Increasing agility
Becoming more international means that we continue In an ever faster changing world and with the increased
our strategy of Asia development and we expect more need to respond to natural and man-made disasters, there
people from Asia to join MAF as missionaries in the years is a need for MAF to be able to respond quickly. Moreover,
to come. Moreover we would like to see more of our local we need to address the internal perception that MAF has
staff become missionaries with MAF as well. For this we become more bureaucratic and slow to change as a result
will need to create new pathways for recruitment and think of the integration process. We should therefore explore ways
through issues such as support raising. Likewise, the staff to improve the mobility of our staff and our assets (aircraft) so
survey once again highlighted the perception of a glass that we are better able to respond to changing partner needs
ceiling for local staff where senior roles are concerned. in the places where we work. Likewise, we should aim to
As we find ways for local staff to join as missionaries, this further shorten the time it takes for International Staff to get to
issue needs to be addressed as well and is likely to include the field. Finally we see national regulators increasingly taking
a leadership development programme. Lastly, to become a prescriptive approach, thus reducing our flexibility. As MAF
more international we need to increase diversity at every we need to find the right balance between a prescriptive and
level within the organisation and we recognise that this will principle-based approach in the way we write our standards
only happen if we are intentional about this. and policies to optimise our flexibility within the constraints in
which we operate.
WHAT COULD MAF LOOK LIKE...
FROM DOING
TO ENABLING
BECOMING A MORE
AGILE ORGANISATION
BECOMING TRULY
INTERNATIONAL
26 MAF Strategic Plan 2015 - 2019We have been sharing our aviation
expertise in a partnership with the
Timor-Leste government where MAF has
provided in-country flight experience to
Timorese pilots as well as flight training at
our Australian flight school in Mareeba
MAF Strategic Plan 2015 - 2019 27“This is the second time I have flown with MAF and I think it is a reminder that MAF just keeps on taking the presence of Christ into some of the most difficult places on earth” The Most Reverend Justin Welby, Archbishop of Canterbury 28 MAF Strategic Plan 2015 - 2019
7
IMPLEMENTATION
(STRATEGIC OBJECTIVES)
7.1 From doing to enabling
In order to move from doing to enabling We are going to make this work by…
we are going to focus on…
1. D
eveloping strategic international •B
ecoming more intentional in working with partners that will enable
and local partnerships holistic transition to happen
•E
nsuring that all our activities are focused on achieving maximum
transformational impact
•R
eviewing and updating our ministry effectiveness tool to improve
the way we measure ministry impact
• Being more actively involved in strategic alliances and networks
•P
utting greater emphasis on identifying and working with key local
partners in our programmes
2. F
acilitating local capacity building • Identifying specific projects within existing programmes that would
and supporting local initiatives build local capacity
• Actively offering our service and expertise externally
3. E
ncouraging and equipping staff •A
ctively seeking and distributing resources to encourage and equip
for effective discipleship staff in this area
•C
ontinuing to promote prayer within the organisation and allowing
opportunities for retreats
• Identifying suitable training courses, particularly for staff working in
spiritually hard places
• Developing and implementing a staff well-being strategy
4. E
mphasising training and development •D
eveloping and implementing a pathway for national staff with
of national staff potential to become MAF pilots
• Further developing our maintenance apprenticeship programme
• Increasing our in-house training resources and integrating this with
our performance management system
MAF Strategic Plan 2015 - 2019 297.2 Becoming more international
In order to become more international We are going to make this work by…
we are going to focus on…
1. Accelerating Asia development • Implementing the approved Asia development strategic plan
• Earmarking sufficient financial resources to implement the strategy
•H
aving the Asia Development Executive (working alongside the
International Development Director) fully operational
2. E
ncouraging national staff to become •D
eveloping a support structure model specifically geared towards
missionaries with MAF Global South missionaries
• Creating opportunities for national staff to work in other programmes
3. Leadership development • Developing a management mentorship programme
•B
ecoming more structured in the way we develop and mentor
those with potential for future leadership
4. Increasing diversity at every level within
• Appointing at least one trustee from a Global South background
the organisation
• Actively seeking to increase diversity at the senior management level
30 MAF Strategic Plan 2015 - 20197.3 Increasing our agility
In order to increase our agility We are going to make this work by…
we are going to focus on…
1. Improving the mobility of people and
•F
urther simplifying and standardising our aircraft fleet and flight
aircraft to become more responsive to
training
changing partners needs
•D
eveloping creative solutions for some of the major stumbling
blocks that prevent staff from moving (e.g. schooling)
•F
urther developing our disaster response capability in close
collaboration with MAF-US
• Implementing our recruitment strategy
•C
ontinuing to critically review our programmes on a regular basis
2. Increasing operational effectiveness
in terms of their ministry effectiveness and implementing changes
and efficiency
accordingly
• Developing KPIs that help us to monitor operational efficiency
• Improving stock and inventory management
•P
utting greater emphasis on operational efficiency within our QMS
and as we review new standards and policies
•R
eviewing effectiveness and efficiency of a centralised versus a
de-centralised approach
•C
arrying out a feasibility study of going to a single HQ (as opposed
to two regional offices)
•C
ontinuing to invest in MAF’s specialised flight training
3. Shortening recruitment time
programmes (i.e. Mareeba TC, MATC, Prairie)
• Improving forward manpower planning
•W
orking with the Resourcing Groups to make improvements to
our support raising system
4. B
alancing prescriptive and • Include this in the review process as we develop and set
principle-based approach standards and policies
•R
eview whether the right balance is achieved between devolved
decision making and centralised services
MAF Strategic Plan 2015 - 2019 31“I know that MAF is not just a charter airline, but a true partnership in sharing the love and hope of our saviour Jesus” Gillian Parker, Reaching The Light Mongolia 32 MAF Strategic Plan 2015 - 2019
8
CRITICAL
SUCCESS FACTORS
8.1 Prayer • In close collaboration with MAF-US welcoming more
Unless the Lord builds the house, the builders labour in staff from the USA
vain (Psalm 127:1). As a mission we want and need to
be guided by God. That’s why prayer is such an integral • Improving our capacity to recruit and process staff from
part of what we do and why organisationally we put such countries where there is no MAF group
great emphasis on this through things like morning prayers,
pre-flight prayer, international days of prayer, weekly • Improve our manpower forward planning
PrayerPoints, and programme retreats. As we move forward,
in addition to the above, we intend to put greater emphasis • Implementing our reward strategy, which is aimed
on the spiritual well-being and growth of our staff3 for at getting greater parity among International Staff
effective discipleship. and which may, subject to ongoing discussion and
consensus, see us move away from a 100% support
8.2 Recruitment level target. The latter is likely to mean an increase in the
Recruitment is an integral part of the strategy and elements number of people willing/able to join MAF.
can be found under each of the three themes. However,
as there is such a close correlation between overall An indicative projection of staffing levels per programme can
ministry activity and number of International Staff it is worth be found on the next page.
separating this out. The success of our recruitment strategy
is a key critical success factor, whereby acknowledging that 8.3 Programme effectiveness & efficiency
it is the Lord who calls people into ministry. Key elements of With increased donor expectations on us to demonstrate
our recruitment strategy include: ministry impact, it is key that we ensure that our resources are
used in places of highest need and in the most efficient way.
• ontinuing to work very closely with the Resourcing
C Key activities to make ongoing improvements in this area are:
Groups and encouraging them to actively find new staff
• eviewing and ‘upgrading’ our ministry effectiveness
R
• elcoming staff from Asia into MAF. In the Asia
W tool and using this tool to review our programme ministry
Development Strategy we project that by 2019 we will plans
have 13 International Staff from Asia (India, Philippines,
Singapore, and Malaysia) working in our programmes. • eveloping KPIs that help to us to monitor and improve
D
ministry efficiency
• ecruitment and development of national staff into
R
missionary roles • nsuring that our management information systems are
E
fit for purpose and are meeting donor requirements
3
See paper ‘Prioritising prayer in MAF’ for more details on this
MAF Strategic Plan 2015 - 2019 33Forecasted total number of International Staff in programme:
2011 2012 2013 2014 2015 2016 2017 2018 2019
Programme
Actual Actual Actual Actual F’cast F’cast F’cast F’cast F’cast
Arnhem Land 34 30 28 28 32 34 36 38 40
Bangladesh 4 3 2 2 4 4 5 5 5
Chad 4 3 4 5 4 4 5 5 5
CRMF (PNG) 2 2 3 2 3 3 4 4 4
Liberia n/a n/a n/a n/a 2 3 4 4 4
Kenya 22 24 19 11 9 8 8 8 8
South Sudan n/a n/a n/a 8 11 14 16 20 22
Madagascar 4 4 5 5 5 6 6 6 6
Mongolia 2 2 1 1 2 2 3 3 3
Myanmar 0 0 0 0 0 1 2 2 3
PNG 32 34 31 28 35 37 40 42 45
South Africa 2 2 0 0 n/a n/a n/a n/a n/a
Tanzania 14 16 17 5 6 6 5 5 5
Timor-Leste 1 1 2 2 2 3 3 3 3
Uganda 14 13 13 21 19 18 17 16 15
West-Africa n/a n/a n/a n/a n/a n/a n/a 1 1
Bougainville n/a n/a n/a n/a n/a n/a n/a 1 1
TOTAL 135 134 125 118 134 143 154 163 170
It is assumed that 170 International Staff represents a
full complement of staff and that we will have achieved
this target no later than 2019. With attrition rate hovering
around 14%, we will need to recruit between 30 to 35 new
International Staff members each year. This is considered to
be an ambitious but achievable target. Furthermore, we will
also review what measures could be taken to decrease our
attrition rate at the same time.
34 MAF Strategic Plan 2015 - 2019“We’ve been blessed more than we could have ever
imagined. We’ve experienced God’s strength and
comfort as we’ve moved our little family halfway
across the world. And we’ve found joy amidst the
hardships and disappointments of this missionary life”
Chris and Karyn Ball – Pilot family based in South Sudan
MAF Strategic Plan 2015 - 2019 35“I’m not trying to make our operation more efficient to earn more money for a faceless corporation; my team and I are trying to make our flying programme more efficient to allow more people to take MAF flights so that remote bush communities will have a better lifeline to the outside world, women will not die needlessly in childbirth and people will be able to read the Bible in their heart language. Nowhere else can you get that level of job satisfaction from sitting behind a desk” Siobhain Dales, Ground Operations Manager, MAF in Papua New Guinea 36 MAF Strategic Plan 2015 - 2019
9
FINANCIAL
IMPLICATIONS
9.1 Operational budget forecast
2014 2015 2016 2017 2018 2019
SUMMARY Actual Forecast Budget Budget Budget Budget
$'000 $'000 $'000 $'000 $'000 $'000
INCOME
Africa Operations 5,431 6,524 7,000 7,500 7,800 8,000
Asia Pacific Operations 9,111 8,732 11,000 12,000 13,000 14,000
Members (Eons) 11,176 10,725 11,000 11,250 11,500 11,750
Members (Staff Support) 2,434 2,294 2,400 2,500 2,600 2,700
Asia development - fundraising 0 0 35 45 100 130
New technology services (incl consultancy) 0 0 25 25 50 50
Sub-total 28,152 28,275 31,460 33,320 35,050 36,630
EXPENSES
Africa Programmes 8,910 8,384 9,000 9,500 9,800 10,000
Asia Pacific Programmes 12,452 12,204 14,000 14,750 15,500 16,500
Support offices 6,504 7,271 7,200 7,400 7,600 7,800
Transfers to/from designated funds 236 110
Asia development 0 240 260 160 160 120
Seed-funding member groups 0 300 250 250 250 250
New technology services (incl consultancy) 0 100 200 300 400
Sub-total 28,102 28,509 30,810 32,260 33,610 35,070
Result 50 -234 650 1,060 1,440 1,560
Notes to the financial forecast: 3. Income and expenses for Asia development to be in
accordance with the approved strategic plan for Asia
1. W
e aim for the deficit between operational income and development. This plan assumed EON funding would
expenses for the Africa region to settle at $2m annually rise to $130k in 2019 and a further $580k would be
by having staff in the right place and through greater raised for capital projects;
efficiency.
4. W
e will continue to reserve $250k annually for
2. W
e aim for the deficit between operational income and Resourcing Group development.
expenses for the Asia Pacific region to reduce from
$3.5m in 2015 to $2.5m in 2019 through having more 5. W
e will allow support office costs to increase with
staff in AL and PNG and through greater efficiency; inflation only.
MAF Strategic Plan 2015 - 2019 376. T
he costs of new technology services and consultancy This includes:
type projects is expected to rise to $400k by 2019, 1. A Cessna Caravan for Liberia (2016) and one for
but with only limited service income expected to be Bangladesh (2017). Both are already approved projects;
received for these services.
2. T
he purchase and development of land in South Sudan
7. R
esourcing Group EON contributions from the bigger (2015-2017);
groups are forecasted to level out, but smaller groups
continue to increase. It is recognised that this may be a 3. Completion of the Kajjansi office (2015);
conservative assumption.
4. B
uilding additional houses on our compound in Kenya
The strategic plan aims for us to make an operational (2016/2017);
surplus of around $1.5m annually by 2019. This will be
done primarily through increase programme ministry 5. Refurbishment/rebuild of 2 maisonettes in Chad (2016)
(resulting from having more staff) and bringing back a
healthier balance between operational activities and 6. P
urchase of a house (from the Nazarenes) in PNG
expenses (including support office costs). (2015)
The forecasted surplus can/will be used in the 7. A
Cessna Caravan for Myanmar (2018) and one (their
following possible ways: second one) Caravan for Arnhem Land (2019). Both are
not approved projects at this stage;
• ngoing investment in fleet renewal and other critical
O
capital items (e.g. hangars, housing, etc.) where these 8. Hangar in Juba, South Sudan (2017);
are not funded with restricted funding;
9. Two Cessna Caravan avionics upgrades per year;
• Increased topping-up of International Staff as we move
away from a 100% target; 10. Refurbishment of one more Twin Otter (2016);
• llow for more highly-subsidised flying to take place for
A 11. Implement solar energy project across most
high-impact flying and/or allow for more consultancy programmes (2016 – 2019)
type projects which don’t increase programme activity
(in terms of hours flown), but would be considered high-
impact ministry.
9.2 Capital budget
The following capital investments are planned:
2014 2015 2016 2017 2018 2019 TOTAL
SUMMARY Actual Forecast Budget Budget Budget Budget Budget
$'000 $'000 $'000 $'000 $'000 $'000 $'000
Aircraft 538 300 2,000 2,500 2,000 2,000 8,800
Aircraft upgrades 991 350 1,350 350 350 350 2,750
Property 1,190 2,000 750 1,000 500 500 4,750
Vehicles & equipment 347 400 400 400 400 400 2,000
TOTAL 3,066 3,050 4,500 4,250 3,250 3,250 18,300
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