STRATEGIC PLAN 2013 2015
CONTENT I.
Our Vision
II.
Our Mission
III.
Our Mandate
IV.
Our Core Values
V.
Our Strategic Challenge
VI.
Our Strategic Priorities
VII.
Our Three-Year Goals
VIII.
Critical Indicators and Performance Metrics
PO Box 47 Nampa, ID 83653-0047 208-498-0800 1-880-FLYS-MAF (359-7623) www.maf.org
I.
OUR VISION
That every person on earth will experience the love of Jesus Christ and respond to the Gospel. Philippians 2:10-11, John 3:16, Revelation 7:9
II.
OUR MISSION
Sharing the love of Jesus Christ through aviation and technology so that isolated people may be physically and spiritually transformed.
III.
OUR MANDATE
The Great Commission, “make disciples,” and the Great Commandment, “love God and love your neighbor.” Matthew 28:18-20
IV.
Our Core Values
In Relationship to Others IMPACT Transforms lives and multiplies effectiveness of those we serve WITNESS Christ-like behavior that reflects care, respect, compassion, and cultural sensitivity EXCELLENCE Integrity, professionalism, safety, competence, and that all of our work honor and glorify Christ PARTNERSHIP Strength and diversity that come through collaboration STEWARDSHIP Wise use of our resources, balancing the benefits of investments with the costs involved CARE Personal and spiritual well-being of our people as we respect, care for, and pray for one another In Relationship to One Another at MAF (FRUIT) FULFILLMENT As servants in passionate pursuit of what God is calling us to do, we seek to accomplish His purpose and plan. RESPONSIBILITY As stewards of God’s resources we seek to be accountable to make wise use of all He entrusted to us. UNITY Appreciating our differences we seek to function as one body to demonstrate Christ to the world. INTEGRITY Expressing honesty, transparency, and humility we strive for excellence in all we do. TRUST Desiring mutual accountability we demonstrate care by building and strengthening relationships.
2 MAF Strategic Plan 2013-2015
V.
OUR STRATEGIC CHALLENGE
MAF has been flying airplanes and assisting with technology for over 65 years. We intend to preserve the value of what we do by remaining faithful to the talent and physical capital that God entrusted to us. We understand what makes our work distinctive – and worthy of furtherance – is where we do it and how we do it. In the rapidly changing and increasingly volatile environment in which we operate around the world, we seek to ensure that every current and new program and ministry model is relevant and effective in bringing the Gospel to those with the least access. Therefore, MAF leadership has identified five aspects of our corporate character that need to be addressed over the next three-year period.
VI.
OUR STRATEGIC PRIORITIES
As MAF becomes a more informed, proactive, united, agile, and effective as an organization, we are convinced that we will strategically increase the depth and breadth of the mission God has given us. INFORMED Always aware of new risks and opportunities wherever we work, knowing what trends to follow and keeping abreast of vital information that affects our work PROACTIVE Working with partners worldwide as problem solvers and catalysts for change and innovation UNITED Having internal communication and cohesiveness that aligns everyone with the mission and vision, and engenders trust, mutual respect, and accountability for success AGILE The ability to change and adapt our work as needs change, having the capacity for change and continual innovation…this will include the right people, culture, and will to change EFFECTIVE Using all resources wisely, well organized, and carrying out our work as responsible stewards We believe our work in these five areas is the most strategic way that MAF can move forward in proclaiming the love of God in word and deed. We believe that the following goals build on MAF’s strengths, address its weaknesses, properly leverage our unique platform, and mitigate the risks to our mission.
3 MAF Strategic Plan 2013-2015
VII. OUR THREE-YEAR GOALS Goal #1: DECISION MAKING MAF decisions will be guided by a new strategic framework so that every program and ministry model is relevant and effective in bringing the Gospel to those with the least access. Goal #2: WITNESS MAF will give renewed focus and emphasis to first-person and collaborative witness strategies that will increase the effectiveness of our witness amongst isolated peoples. Goal #3: STEWARDSHIP MAF will improve efficiencies through a seamless, connected information, operating and management system that maximizes the stewardship of our finite resources. Goal #4: LEADERSHIP DEVELOPMENT MAF will develop future leaders through an organization-wide leadership and management development program that will meet the growing and changing demands of our work. Goal #5: LEARNING TECHNOLOGIES MAF will reengineer Learning Technologies that will position it for increased impact. Goal #6: TRUST AND RESPECT MAF will have a greater sense of unity by cultivating a culture and community of trust and mutual respect that results in retention, satisfaction, and performance.
VIII. CRITICAL INDICATORS AND PERFORMANCE METRICS Critical indicators and performance metrics have been established to achieve these strategic goals. Tactics are being developed by the MAF staff responsible for accomplishing the goals. Goal #1: DECISION MAKING MAF decisions will be guided by a new strategic framework so that every program and ministry model is relevant and effective in bringing the Gospel to those with the least access.
4 MAF Strategic Plan 2013-2015
CRITICAL INDICATORS 1. All managers will have provided some level of input regarding the MAF Strategic Framework to assist in evaluating trends, new opportunities, risks, important target areas for ministry, and most suitable partners with whom to align in order to accomplish our mission and vision. 2. All program managers will have provided feedback to the regional directors on the use of the MAF Strategic Framework as a self-evaluation tool. PERFORMANCE METRICS 1. By year-end 2013, we will have obtained widespread support from program managers on the MAF Strategic Framework, and they will utilize it in program and ministry planning. 2. By year-end 2014, we will refine and update the MAF Strategic Framework based on field input. Goal #2: WITNESS MAF will give renewed focus and emphasis to first-person and collaborative witness strategies that will increase the effectiveness of our witness amongst isolated peoples. CRITICAL INDICATORS 1. Our service is saturated with personal interactions that lead people to hunger and thirst for God’s truth. 2. Our staff members share the conviction that our personal expressions of charity and kindness directly influence others toward the Gospel. 3. Current staff members are further developing their interpersonal skills so as to effectively engage clients and locals in God-centered conversations. 4. Leadership and staff pursue a balanced approach to daily operations, that incorporates time to seek and evaluate new strategic ministry partners who share our vision and values. 5. The vitality of the indigenous Church would be diminished if MAF suddenly left a country or region. PERFORMANCE METRICS Intentional, First-Person Witness By year-end 2013, we will have … 1. Established a framework that increases our organizational focus on “intentional, first-person witness.” 2. Developed and deployed training materials and workshops for current and incoming staff, including field program leadership, that present and exemplify “intentional, first-person witness” within the MAF ministry context.
5 MAF Strategic Plan 2013-2015
By May 2014, we will have … 3. Developed and adopted metrics for “intentional, first-person witness” and integrated witness as a core competency. Collaborative Witness By year-end 2013, we will have … 1. Strengthened and broadened our information channels to more effectively assess what God is doing within each MAF service area. 2. Created advisory groups at the local or regional level to advise MAF leadership on ministry opportunities. 3. Determined at each program location the most appropriate operational structures that will enable greater collaboration with clients who seek to maximize witness. Goal #3: STEWARDSHIP MAF will improve efficiencies through a seamless, connected information, operating and management system that maximizes the stewardship of our finite resources. CRITICAL INDICATORS 1. Adequate human, financial, and material resources are in place to enable the organization-wide implementation of a seamless information system. 2. Continual review and monitoring of available connectivity options are taking place in all field locations. 3. Accurate and timely data is available on and from all organizational functions; reports are quickly generated and distributed. 4. Efficient use of all resources and a quick response to ministry opportunities are the norm. PERFORMANCE METRICS By year-end 2013, we will have defined … 1. Organizational standards that will ensure adequate connectivity so as to enable the timely transfer of information between headquarters and remote operations. 2. Baseline standards for IT hardware and software. 3. Needed data to be automatically captured and efficiently transferred to facilitate appropriate reporting throughout all locations and operating levels within the organization. By year-end 2014, we will have… 4. Clarified our organizational security information standards.
6 MAF Strategic Plan 2013-2015
Goal #4: LEADERSHIP DEVELOPMENT MAF will develop future leaders through an organization-wide leadership and management development program that will meet the growing and changing demands of our work. CRITICAL INDICATORS 1. Key stages of a comprehensive development program have been identified and outlined by Human Resources, Operations, and Learning Technologies. 2. Organization-wide acceptance of the leadership/management development process is on par with the MAF safety program. 3. Budget has been allocated for the triennial leadership and management conference. 4. Human, financial, and time resources have been made available to advance and implement a formal leadership development program. PERFORMANCE METRICS By year-end 2013, we will have… 1. Initiated the development of an ongoing orientation program consisting of leadership and management tracks. 2. Researched and implemented a leadership and management screening process. By year-end 2014, we will have … 3. Completed the second leadership conference in Nampa, Idaho, with a focus on spiritual renewal, encouragement and training for leaders. By December 2015, we will have … 4. Established a comprehensive leadership and management development program that will be fully operational throughout the organization. Goal #5: LEARNING TECHNOLOGIES MAF will reengineer Learning Technologies that will position it for increased impact. CRITICAL INDICATORS 1. Needed expertise has been defined, and leadership positions identified. 2. Budget has been allocated towards reengineering expenses. 3. Development plans are in place for all LT staff members. 4. A multifaceted plan to recruit LT staff has been implemented.
7 MAF Strategic Plan 2013-2015
PERFORMANCE METRICS By year-end 2013, we will have … 1. Completed three of the nine major outcomes of the LT reengineering initiative: a clearly defined purpose, a compelling and energizing vision, and clearly characterized LT clients and user groups. 2. Formulated plans with clear milestones and accountabilities to help us achieve the remaining six LT reengineering outcomes. 3. Accomplished five projects identified in the LT reengineering plan: Created candidate profiles for needed LT positions in the U.S. and overseas; developed a comprehensive LT recruiting campaign, distinct from aviation; tested a multinational missionary staffing strategy in Latin America; formulated a multichannel, financial model to ensure ongoing LT sustainability within five years; conducted a comprehensive cost analysis of the LT ministry, and implemented zero-based budgeting throughout. Goal #6: TRUST AND RESPECT MAF will have a greater sense of unity by cultivating a culture and community of trust and mutual respect that results in retention, satisfaction, and performance. CRITICAL INDICATORS 1. Staff report that they are thriving, and not merely surviving, in their respective work locations, as measured through an expanded and comprehensive staff nurture program. 2. Proactive leadership response to issues raised in staff surveys. 3. Retention rates have further increased across the entire organization. 4. Budget has been allocated towards staff nurture expenses. 5. Satisfaction has increased throughout the organization. PERFORMANCE METRICS By year-end 2013, we will have … 1. Conducted and responded to an MAF-wide “trust and mutual respect” survey to establish a baseline from which to act. 2. Implemented an MAF Compassionate Listening Program. 3. Built upon the Inside Out Program that is already in place, by providing field training in team building.
8 MAF Strategic Plan 2013-2015