MAF SA 2022 Annual Report

THE MISSION

When you don’t have access to schools, you don’t have an opportunity to receive an education. When you can’t reach a hospital, you don’t have the choice of receiving medical attention. When you have never heard of the gospel, you have no true hope on earth or in eternity. MAF is a Christian mission organisation that uses aircraft and technology to transform the lives of isolated people spiritually and physically in Christ's Name.

MESSAGE FROM THE CHAIRPERSON

Dear Board Members, Staff, Donors and Prayer Partners,

As the Board Chairperson, my interpretation of this role was one primarily of governance, something that I most certainly did not consider one of my primary strengths. And, as a result, I was perhaps suffering from a little bit of imposter syndrome. In September, however, we attended the MAF International Global Forum, and I was inspired to learn that governance is also an evolving concept, that it too must always be looking beyond today, and that it requires wisdom and experience from directors to help challenge the uncertainties of the future.

I learnt that my perceptions and assumptions of governance followed a traditional way of thinking, that is primarily focused on the fiduciary elements, bureaucracy, regulations, facts, figures and financial reports, and that in fact my perception was incorrect. There is another dimension, that is the generative function of governance. It was suggested that perhaps, as boards, we should be placing considerably more emphasis on the generative elements of governance, a non-rational culture, reflective learning, leadership, creative thinking, agility, and wisdom in navigating the future. Suddenly, my character felt redeemed and well placed in this role.

Of course, there is always balance, and the responsibility and stewardship within the fiduciary cannot be neglected. But it was refreshing to allow myself to capitalise on my own strengths, something I encourage all our board members, including our CEO, to do. It is this synergy that cultivates the innovative team that we are privileged to have, to focus on our primary capital as MAFSA, the people of Africa, people with inherent yet untapped potential and underutilised skillsets. It is our role to discover, foster selfconfidence, and develop the God-given gifts and talents within these people and to create the opportunity for them to serve as they have felt called.

Engaging in a few conversations has launched strategies to cross-pollinate with other international resourcing groups, boosting the potential for candidates in Africa to get out into the mission field where they belong. It is exciting to see MAFSA finding its sweet spot in a global context and providing the most critical of all resources to extend God’s Kingdom on this earth.

I am so grateful for the opportunity to serve and support the Board and particularly our CEO in navigating and driving this vision forward with an exceptional team of individuals who are passionate and committed to their roles within MAFSA under her leadership. We give thanks to our Heavenly Father for the desire and ability to fulfil His purpose under the banner of MAFSA.

"The people must have ownership in the vision. They need to be enabled to accomplish it. If there is one investment you should make, it is in people." —

Modesta Lilian Mbughuni

On behalf of the MAFSA Board, Blessings to all of our supporters,

MESSAGE FROM THE CEO

As we reflect on the events of 2022, it is undeniable that they marked a significant era for MAF South Africa. The sale of our hangar at Lanseria brought closure to a chapter that holds profound meaning for many of us. I remember driving to the hangar every day since my early days with MAF back in 2007. As I witnessed the final truckload being loaded from the container, a sense of melancholy washed over me, acknowledging the significance of this closure.

In moments like these, we find solace in the knowledge that when one door closes, the Lord tends to open a new one. We only need to be attentive and open to see it happen. As I reflect on that day and consider where we stand now, I can discern that God is indeed opening a new chapter for MAF South Africa. While it may not involve having aircraft back in the country, it holds great potential for sending groups of skilled individuals to fill some of MAF's most critical positions on the mission field. This new chapter aligns with a global shift in missions. It has expanded beyond its origins in Europe and North America to become truly global, with a more balanced representation of missionaries from various regions. MAF is witnessing this shift as well, and we recognise our role in raising up Africans who are passionate about missions and heeding the call to serve the Lord in foreign lands. Already, we see the seeds of this transformation taking root. Our focus now turns to people—the catalyst for changing the face of missions around the world. How can MAF South Africa be instrumental in raising up and equipping those who are called to go? This question drives us forward with excitement and anticipation for what the Lord is about to accomplish through us to fulfil His purposes.

We envision a future where MAF South Africa plays a vital role in empowering African candidates, nurturing their skills, and preparing them for impactful missionary work. By investing in training, mentoring, and providing opportunities, we can contribute to the global mission landscape in a profound way. Our goal is to see a diverse array of missionaries, including Africans, shaping the future of missions and spreading the love of Christ to the ends of the earth.

As we embark on this new chapter, I invite each and every one of you to join us in this endeavour. Together, let us pray, dream, and work diligently to fulfil the mission and vision that the Lord has placed before us. I am confident that with His guidance and our collective efforts, we will witness remarkable transformations and continue to be a beacon of hope for those in need.

Thank you for your unwavering support and dedication. Let us embrace this new chapter with faith, hope, and anticipation, knowing that God is at work within and through MAF South Africa.

Yours in Christ,

Board Members 2022

Maxine Holman CEO of MAF SA

Paul Henning (Chairman)

Maxine Holman (CEO)

Clara Kwizera

Patrick Black

Thembisa Bekwa

GLOBAL IMPACT

2022 STATISTICS

116 Aircraft 6.3 million + Kms Covered 1 400 Organisations

Reaching 1 000 destinations

That's more than 157 times around the equator

With over 1 300 staff serving MAF

138 000 Passengers 35 000 Hours Flown 31 Countries

Plus 5.3 million kilograms of freight

That's more than 47 000 flight legs

24 of these have flight programmes

*MAF South Africa is based in Johannesburg, Gauteng and is part of the global family of MAF organisations worldwide. These statistics reference the entire MAF family. All other references apply to MAF SA only.

Currently in LIBERIA

SCOTTY

Currently in KENYA

OUR AIRCRAFT ESTHER

MAF South Africa owns two aircraft that are currently on loan across Africa. We have had a long history with these beautiful machines and we are so grateful to have them flying.

2,083 Passengers Flown

465 Hours Flown

315 Passengers Flown

115.3 Hours Flown

RECRUITMENT

MAF South Africa is a resourcing office for MAF International, and our primary role is recruiting effectively for vacancies across the MAF world. The distinctiveness of MAF as an organisation; spreading the Gospel, isolated and forgotten communities, and challenging working conditions, raises the reality of having to find Spirit-filled, technically competent, and highly skilled candidates for those positions.

To do this we have structured but flexible recruiting pipelines aimed at efficiently expediting the process that identifies, processes, and places those ideal candidates.

2022 saw our recruiting strategy expand to include neighbouring countries to South Africa. The year also saw greater flexibility to allow for greater efficiencies and effectiveness in each of the recruiting pipelines. These included the revising of selection schedules and an earlier initiation of ministry partnering training and coaching for candidates. A new partnership was begun with a South African organisation for the missionary preparedness training of pre -field candidates, thus obviating the need for candidates to travel to the UK.

RECRUITMENT PIPELINE

2022 PROGRESS

103 ENQUIRY

4 CHECK IN 4 DEPARTURE LOUNGE

1 TAXI TAKE OFF

8 BOARDING

The selection and placement process has a large variety of activities and submissions which can generally be summarised as follows.

MISSIONARY IMPACT

MAF South Africa has four pilot families located around the world, serving in isolated communities. They live within those communities for several years, making that country their home.

105.9 Hours Flown

SOUTH SUDAN

I had the privilege to do our first so called "Mission Run". This is a new regular monthly flight to a place called Yida.

Yida is a town all the way in the north of South Sudan. This route was started to support missionaries that live and work in that area. It is a 2.5 hour flight. Even though we were not sure initially, if this flight would be worth doing on a regular basis, it is a blessing to the missionaries. They can order fresh produce and have a dependable scheduled connection to Juba, with which they can make their international travel plans.

Before this they would often have an up to two week window within which they would plan their travel from their home until they had their flight out of the country. It is great to be able to help these missionaries in this way.

Tobias & Moriah Meyer

Mark & Lorraine Liprini TANZANIA

130 Hours

Flown

There have been many, many highs, but one or two lows. The low point for me was during a Malambo trip late last year. A baby had lost its single mother in childbirth. The mother was an orphan, and now the baby was an orphan, too. We had to take this 6-day-old baby back to Arusha to place him in an orphanage. It really devastated me, wondering what sort of hope this wee lad would have. If I had been 20 years younger, we would have certainly wanted to adopt him, giving him a solid start in life, a loving home, and a future.

As for the highs, there are too many to mention! Perhaps the most satisfying one is seeing how the Lord has brought us here. All the years of life and service in so many different places, including the last 21 years of flying, are now coming together to enable me to serve Him here in ways I never thought possible. This season, at the end of my MAF career, is probably the sweetest and most satisfying. Even though there are numerous challenges like bad weather during flights, issues with the aircraft maintenance provider, weather conditions, bureaucracy, the slow pace of almost everything, language barriers, pathetic internet, and the high cost of living... all these issues fade into proper perspective when we witness the tremendous impact our flying work has on the very remote communities, thanks to the partners we work with.

Lorraine is thoroughly enjoying being part of several groups. She participates in a ladies' prayer group (three of them that meet every Tuesday to pray about personal and critical family issues), a ladies' home-cell meeting on Thursdays, another purely social group that gathers once a month for coffee and social fellowship. She has also been able to volunteer at the local Maternity hospital and is excited about getting involved with another medical ministry outreach soon. We are just waiting for the paperwork and an informal interview.

Grant & Emily Strugnell 335 Hours Flown

LESOTHO

Most of my aviation career I have been an instructor. What started out as a necessary rating to get in order to gain employment became a passion of mine. I really love being able to teach more advanced skills and safe practices to pilots.

So the highlight for me in 2022 at MAF Lesotho was my move from pilot, to instructor pilot and chief pilot of our programme. As chief pilot I am responsible for all the training and checking of our pilots on the programme.

In early 2022 we had a new pilot arrive on the programme. He transferred from MAF DRC to the Lesotho programme. So he came with a lot of experience, but little mountain flying experience. I was able to work with him over the course of a few months to ensure he was feeling comfortable on the T206, and then to slowly work at each of our class 3 airstrips to get him checked out.

I really enjoyed this process of seeing someone experienced add to their skillset and develop into the kind of safe and confident pilot that we need in our tough environment. Chad went solo around July 2022 and has been flying safely since.

In addition to this, as MAF has developed procedures and updated them, I’ve enjoyed training all our pilots on the best ways to incorporate that into their flying. It’s a constant drive for improvement and development that we all seek, and I am excited to be positioned as one of the leaders in that area.

Brad & Michelle Venter 249 Hours Flown

PAPUA NEW GUINEA

MICHELLE

A real highlight for the year of 2022 was that the mission school at Ethnos 360 (Numonohoi) Christain Academy) opened up again for all grades after being closed for Covid! We ended our 2 years of homeschooling in June and all three kids went back to school in August! This was a big change for me (Michelle)…it was great to be able to hand over the responsibility of educating our children to the amazing teachers at NCA again - these teachers are missionaries who come to PNG to teach our children so that we can stay on the field and have our children educated to a high standard!

BRAD

We finished off the Single Engine Instrument Flying project which enables us to fly in bad weather with commercial passengers. There was a need to meet a whole lot of regulatory requirements to allow us to do this type of flying in a single engine aircraft. It has been something I have been working on for 4 years and it has taken a huge amount of work with a big team of us all working on it. I ended up being the lead person on the project and had to work hard to push it over the line in the end, but all the people working on it (including the regulator) really stepped up to the plate and just before Christmas 2022, we go the official approval! So, since then, we have been doing a lot of training for pilots to get them up to the level of being able to fly IFR under this new approval!

P.T.O.

BRAD

I also started handing over the Flight Operations Manager (Chief Pilot) role to my successor. I felt that the Lord was telling me that my time as the FOM was over and I was happy that I had achieved everything I wanted to do when I started 5 years ago. So, now we are in a season of regrouping as a family, but also looking to see what the Lord has in store for me (and for us as a family) for the next few years. I think that the hand over went well and the new FOM is doing well and we still regularly catch up. I am starting to get involved in other areas and I can now serve MAF in a range of other roles as the needs arise. I will be covering for the new FOM while he is on leave and I will also be covering for the Country Director while he is on leave.

On the flying side, I enjoyed doing the IFR training again and being able to fly in bad weather. That was a decent challenge to get back into this type of flying after a break of a few years since the Twin Otter’s were removed from the programme in 2019.

We have also been doing quite a bit of flying for other missions. One example is Ethnos 360 (or New Tribes Mission). Their capacity levels have been limited and so they have been using MAF to cover their flying needs.

We also opened up flying to the islands to the east of the PNG main island. (West and East New Britain). I spearheaded that project to resurvey all the necessary airstrips and conduct the initial flights so that we could gain the required experience in that area. Since then, we have trained a number of other pilots to fly there and complete numerous flights for NTM to the islands to assist their missionaries in that area.

HIGHLIGHT OF THE YEAR

In 2022, MAFSA achieved a significant milestone in its long-term strategic plan. The journey began in 2019, when CEO Maxine Holman implemented a new strategy to restructure the organisation. This strategy aimed to transform the approach from a collaborative system to emphasising departmental specialisations. As a result of this effort, the recruitment department has flourished, expanding its scope from a national pipeline focus to include sub-Saharan Africa.

Head of HR and Recruitment, James Holmes, expands on MAFSA's strategic transformation: What brought on the initial change? The need that caused the shift?

Maxine saw that the NPO world was changing; the traditional collaborative methodologies and processes were no longer as effective, and a step change was needed.

What were the fundamental changes made in order arrive at a point of breakthrough in 2022?

Maxine designed a flat hierarchy containing interlinked functional areas of expertise that could operate autonomously but were systemically linked in terms of operational outputs and identified objectives.

What are the fruits of this breakthrough that we’ve seen in 2022?

2020 was essentially a developmental and trial period where old systems were adjusted and new systems developed to create a simple qualitymanagement process to actively support the entire organisation. 2021 saw the full implementation of the redesign, and operational issues were identified and corrected to achieve the desired efficiencies. In 2022, we started to see the effects of the functional approach, supported by institutionalised work processes, with marked increases in efficiencies in each area.

What can we look forward to thanks to the breakthrough seen in 2022?

We continue to identify and correct systems and operational obstacles and take advantage of opportunities that have now become more evident with the new approach. There is a greater use of social media and online technology, coupled with new active expansion projects in all areas. These are being actively advanced in terms of a continuous improvement and growth strategy.

It is by God’s grace and His discernment that we find our direction to lead and grow MAFSA according to His will and the plans He has for us.

OUR LOCAL INITIATIVE

Flying for Life (FFL) is a registered Section 18A Public Benefit Organisation (930 038 143 PBO) that is uplifting rural communities in South Africa. Flying for Life is an initiative of MAF South Africa.

“Flying for Life makes it possible for medical specialists to provide rural communities with much needed health care through a time saving flying service.” - Prof. Polla Roux, volunteer ophthalmologist.

“Flying for Life gives hope to people and turns that hope into reality.” - Mercy Gwanga, volunteer theatre assistant.

“People in rural areas rely a lot on their sight... as we all do, but due to their harsh environment, most have cataracts and cannot see... Not only do we as Flying for Life restore their sight, for a better quality of life, but we also convey a message that says, we care... Someone out there still cares. You are not forgotten.” -Nanette, volunteer theatre nurse.

HIGHLIGHT OF THE YEAR

new programmess in the Northern Cape. Our dedicated volunteer medical specialists played a crucial role, creating a ripple effect of positive change. During the pandemic, our hospital's specialised team worked tirelessly to address a growing waiting list of 950 patients in need of cataract surgeries. We innovatively increased surgical capacity through collaborations with NGOs, reducing the waiting time and providing relief. Our commitment to highquality care remains unwavering as we restore vision and improve lives. To read Flying for Life's full annual report, visit www.flyingforlife.co.za

Flying for Life faced significant challenges during the COVID-19 pandemic between 2020 and 2021, with most outreaches and rural projects suspended. We adapted and implemented initiatives closer to our base while waiting for lockdown restrictions to ease. Our core purpose remained focused on uplifting rural areas despite the crisis. In 2022, our partners and collaborators returned with enthusiasm, supporting our expansion across Limpopo and the introduction of

2022 STATISTICS OUR IMPACT

In 2022, Flying for Life made tangible strides in aligning with the United Nations' Sustainable Development Goals (SDGs) of Reduced Inequalities, Good Health and Wellbeing, and Decent Work and Economic Growth.

Flying for Life holds a strong set of values that underpin our mission and activities. Dedicated to promoting social equity and inclusivity, we address inequalities and ensure access to essential services for marginalised communities. Our commitment to providing healthcare and improving overall wellbeing is realised in our efforts to reach remote areas with limited medical facilities. By using aviation resources, we overcome geographical barriers to deliver critical healthcare services, including medical consultations, screenings, and surgeries, thereby contributing to the SDG of Good Health and Wellbeing.

Moreover, Flying for Life contributes to Decent Work and Economic Growth by facilitating skills development within the communities we serve. By partnering with local stakeholders, we provide training for medical personnel, thereby empowering individuals and fostering economic growth. By providing medical treatment, we enable individuals to regain their independence. Patients’ caretakers are often their children or grandchildren, further crippling family and individuals’ time for work and education. By facilitating breakthroughs for the patients, Flying for Life brings breakthroughs for the caretakers. This approach helps reduce unemployment rates and promotes sustainable livelihoods in marginalised regions, aligning with the SDG of Decent Work and Economic Growth.

Flying for Life's values of equity, health, and empowerment, coupled with our outputs of delivering healthcare services and promoting economic growth, demonstrate our commitment to the UN's SDGs for a sustainable South Africa.

89 Cancer screenings

410 Children impacted through educational outreaches

165 Eye surgeries

120 optometry patients

117 Dental patients

81 General Practitioner Services

44 Clinic staff trained 8 clinics impacted

9 Total flights

8 000 000

7 000 000

6 000 000

5 000 000

4 000 000

3 000 000

2 000 000

1 000 000 0

R 2 356 651

R 6 807 391

R 9 164 042 R 6 654 274

9 000 000 Unrestricted income Restricted income Total income

Operation Expenses Fundraising Costs

R 3 175 113 R 3 479 161

20 General Donations

Yearly Income Comparison Other Income Missionary Fund Missionary Fund & Project Expenditure

Missionary Support Expenditure Staff

Greatest

R3 189 682 surplus 2022 surplus 2021

R142 851

INCOME STATEMENT

UNRESTRICTED INCOME General

*MAF South Africa's hangar, constructed in 2000/2, owes its existence to the generous contribution from the Lancaster family in the UK, who continue to support MAF's global endeavours. In 2015, discussions commenced with Lanseria airport to negotiate a lease renewal at the agreed-upon rate for 2022. Unfortunately, Lanseria declined to extend the lease. Consequently, MAF's board and CEO engaged in deliberations to formulate a proposition for Lanseria to purchase the hangar. The terms of the lease stipulated that Lanseria bore no obligation to provide compensation for the structure. Through numerous discussions and revisions, MAFSA prayerfully submitted a practical proposal to Lanseria, which they ultimately accepted. The compensation received from Lanseria serves as a vital resource for MAFSA to sustain its support for MAF's global initiatives. The financial support received allows MAFSA to maintain its operations, expand its reach, and provide crucial assistance to communities in need worldwide.

MAFSA Annual Report 201511