MAF International Strategic Plan 2015-2019download.mafint.org/MAFI_Strategic_Plan_2015-2019.pdf ·...

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COMPASS CREAT IVE STUD IO IN C

201-3228 south service rd

burl ington, on L7N 3H8

www.compasscreative.ca

MAF LOGO 2012 - CMYK

Mission Aviation Fellowship

June 2012

Jason Bouwman

C: 100 M: 57 Y: 0 K: 40

C: 5 M: 100 Y: 71 K: 22

C: 0 M: 1 Y: 0 K: 51

CMYK COLOURS

MAF InternationalStrategic Plan 2015-2019

2 MAF 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

MAF Strategic Plan 2015 - 2019 3

“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


Our Strategic Journey

Every three minutes one of our aircraft takes off or lands

bringing help, hope and healing to those in need all over the world

This has been possible becausewe have a faithful God whom we are

committed to serve and seek in prayer. And because we are united

in purpose and in vision

We are a western-based organisation

(funds and staff)

We are a ’do it ourselves’ type of ministry

Current recruitment base is not big enough

Good focus on quality and safety

but what about efficiency?

We are not very agile,

risk-adverse and slow to change

Our partnership strategy

is not strong

What could MAF look like in 20 years?

Global South missionaries

Stable aviation industry

Improved infrastructure but pockets of isolation

Increased response to natural disasters


Our Strategic JourneyThis has been possible because

we have a faithful God whom we are committed to serve and seek in prayer.

And because we are united in purpose and in vision

Our current strategy has taken us far…

RESOURCE DEVELOPMENT

IMPROVED INTERNAL

ORGANISATION

NEW MINISTRY MODELS

PARTNERSHIP FOCUS

But we can go even further…We must chart our course around the current trends

and navigate through challenging conditions

FROM DOING TO ENABLING

BECOMING TRULY INTERNATIONAL

BECOMING A MORE AGILE ORGANISATION

What could MAF look like in 20 years?

Together in Christ we will be

strategically positioned to

transform more lives


He is before all things, and in him all things hold together

Colossians 1:17





1 EXECUTIVE SUMMARY

This strategic plan builds on the previous plan and as such represents more changes in emphasis rather than major changes of direction. It briefly looks at what was achieved during the past few years and identifies both successes as well as key areas where the existing strategy fell short. This, in combination with a careful analysis of long-term trends, forms the basis of the new strategic plan.

That said, with the new plan we are introducing three new key themes which will run like a thread through the plan and which will tie together the different strategic initiatives. These three themes are:

• From doing to enabling

• Becoming more international

• Increasing agility

Rolling out the approved HR strategy with a key focus on recruitment and reward and the Asia development strategy will form integral parts of the new strategy and are considered critical success factors. In addition we plan for a greater emphasis on improving financial management in such a way that operational income and expenses will return to a more healthy balance, and with all of our resources focused on making a difference in places of highest need.

As we look forward and plan we acknowledge our dependency on the Lord and we commit ourselves to prayer recognising that He is before all things and in Him all things hold together (Colossians 1:17).

WE ARE STRATEGICALLY POSITIONED TO TRANSFORM MORE LIVES


“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


2 REFLECTIONS ON THE

EXISTING STRATEGIC PLAN

The 2011-2015 strategic plan introduced four strategic priorities:

• Resource development

• Internal organisational improvement

• Partnership focus

• New ministry and new ministry models

2.1 Resource developmentWe identified lack of sufficient financial resources and, even more so, lack of sufficient human resources as issues which needed to be addressed in order for MAF to be able to respond to both existing and future needs. With this in mind we focused on three key areas: 1) developing a new HR strategy; 2) developing some of the smaller Resourcing Groups; and 3) investing in Asia development. Good progress was made in each of these areas.

A comprehensive HR strategy was developed and approved, and implementation is underway. Special attention was given to recruitment and I am pleased to say that we are gaining real momentum, with a net growth in number of International Staff forecast for 2015 after three years of decline. However, whereas recent developments have been encouraging, a further step change will be required to adequately address our future needs.

Regular financial (EON) support from MAF groups other than MAF UK grew by an average of 6.6% per year, while MAF UK increased their contribution by an average of 9.6% annually. In other words, our dependency on MAF UK increased rather than decreased in the past four years. That said, MAF Australia, Netherlands, Norway, Sweden and Finland managed to increase their contributions significantly.

Financial support (in terms of grants and SWAP funding) was given to Australia, Finland, and Norway to accelerate their growth

Lastly, much effort was put into Asia development and MAF was (re-)established in Malaysia, Singapore, Philippines and India. To date, two Asian International Staff members have been accepted into MAF and there are several more in the pipeline. In mid-2014 MAF International Board approved the Asia development plan for further investment in Singapore, Philippines and India, as well as the recruitment of an Indian national to work alongside the International Development Director in Asian development.

2.2 Improving the internal organisationFirstly, we recognised that a lot of work had to be done for MAF International (operations) to start functioning as one organisation. Secondly, the information flow between Resourcing Groups and operations in terms of stories, pictures, project proposals and reporting needed improvement. With that in mind we focused on the following areas: 1) creation of a single leadership team; 2) restructuring all support departments so that they would have a global instead of a regional focus; and 3) creation of an internal communications department.

After the appointment of a single CEO, a new Executive Leadership Team was put together. As time has progressed that team has bonded well and has started to work increasingly more strategically.

All support departments have undergone a complete restructure whereby most roles have now become global rather than regional. As a result they have started to work much more as virtual teams with team members based in Ashford and Cairns as well as in the field. In addition, a new department for Quality, Safety and Security was created.


A new internal communications department was created to improve the information flow between operations and Resourcing Groups and to improve overall communications within MAF International. The feedback received suggests that this has been a worthwhile development.

Typically while going through a merger process the focus is on aligning systems, procedures, standards and culture. MAF is no different in that respect. However, as new systems and procedures are being formalised there are concerns that MAF as a whole has become less flexible and more bureaucratic. As we move forward this concern needs to be addressed.

2.3 Partnership focusOur third strategic priority area focused attention on the importance of partnerships, as it is mostly through partnerships that we are able to achieve our vision of seeing isolated people being transformed in Christ’s name. The key priorities in this area were 1) seeking to develop more strategic partnerships both at headquarters level and in the field; 2) more engagement with networks from the Global South; and 3) ongoing close collaboration with MAF-US and MAF Canada.

Several successful partnerships have been forged at programme level including partnerships with local governments. However, to further develop these partnerships internationally proved to be more challenging. Fortunately we have good access and collaboration with like-minded partners through networks such as EU-CORD and Integral. Such networks are particularly valuable during disaster response. Limited progress was made with regard 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.

Collaboration with MAF-US and MAF Canada intensified in the last couple of years with several joint projects now on the go, including Wingman (IT), Myanmar and disaster response. Moreover, both groups are seconding more International Staff to our programmes.

2.4 New ministry (models)Our fourth and last strategic priority area included 1) seeking to open up new programmes, 2) introducing cheaper-to-operate aircraft type(s), and 3) introducing different operating models.

After considerable delay due to the Ebola outbreak, we have now moved into Liberia and aim to be operational before the end of 2015. We also completed our registration in Myanmar, and indications are that we may become operational sooner than originally anticipated.

The C182SMA was successfully introduced into Madagascar and Chad and a third one is scheduled to become operational in South Sudan this year. Due to its low operating costs the aircraft has allowed us to fly a customer group for whom we had become too expensive. On the downside, the dispatch reliability of the aircraft relating to engine problems is a real concern.

Lastly, there was some progress in terms of different operating models. We are trying the consultancy approach with a flying club in Nigeria, have transferred our maintenance operation in Tanzania to local ownership, and we charter aircraft in South Africa instead of operating our own. Moreover we are encouraging the introduction of technology services into more programmes.


Improved safety

Better fleet and engine management

Heightened security management & increased training

ELT & Board have real strategic focus

Improved internal communications & info sharing

Global organisation is well established

BUTstreamlining and

formalising internal processes can feel cumbersome and

bureaucratic

Some successes:➔ Rural Airstrip Agency | PNG➔ ‘Let’s fix it’ initiative | Bangladesh➔ Mercy Ships | Madagascar➔ eMi | Uganda

EU-CORD | INTEGRAL

Local partnerships enable us to achieve our vision

BUTIt is difficult to put

strategic global partnerships into

meaningful action

Myanmar

Liberia

C182SMA

Increased focus on training➔ TC Mareeba➔ MATC➔ Engineering Apprenticeship Programme

BUTIt takes us a long

time to set up something new

Asia development is starting to gain

momentum

Recruitment is starting to grow

Financially strong

Resourcing Groups are growing their

income

BUTHigh dependency

on MAF UK

Growth in recruitment is not enough to address the need

RESOURCE DEVELOPMENT

IMPROVE INTERNAL ORGANISATION

PARTNERSHIP FOCUS

NEW MINISTRY MODELS


Programme Manager Emil Kundig and Pilot Arjan Paas, two of the founder members of the MAF lifeline in Liberia


3 IMPORTANT

INTERNAL TRENDS3.1 OperationsOperational activity (measured in hours flown) has reduced year on year since 2011, with the most significant drop happening in 2014. The primary reason for this has been the shortage of staff, particularly impacting the three programmes where the demand for our service is the highest: Arnhem Land, PNG and South Sudan. Other factors include delays in starting up the Liberia programme, reduced flying in Uganda following the revocation of our permission to fly internationally, lack of staff in Mongolia, the closure of the flying programme in South Africa and the re-directing of existing resources (people and aircraft) from programmes that experienced a decline in demand (East Africa) taking longer than anticipated and not always resulting in people going to the places of highest need due to issues around schooling among other things. Moreover, with ever increasing requirements from regulators and the efforts we ourselves put into increasing the quality and safety of our operations, the operational availability of pilots has reduced.

Whereas hours flown is not a good measure of ministry impact, it is a good measure of activity and it is a real concern that a decline in operational activity has coincided with a significant investment on the support side. However, with a much better recruitment plan in place and a greater focus on training I believe we are turning a corner and we should see activity grow significantly in this next strategic period, thus bringing back the necessary balance.

However, it will be important to monitor this very closely and take the necessary action if, for whatever reason, that growth does not materialise.

Driven by our desire to allocate resources where they have the greatest ministry impact, we have realigned our operation in several places. Most notably the following changes were implemented:

• Closure of own flight operations in South Africa

• Restructure and significant reduction of footprint in Tanzania

• South Sudan becoming an independent programme

• Restructure and refocus of the Kenya programme

• Opening Liberia and Myanmar as new programmes

• Focus on re-staffing the PNG programme

As far as flight operations are concerned we have identified the following priorities:

• Get Liberia and Myanmar fully operational

• Complete the strategic re-focus of the Kenya programme

• Further develop and increase activity in the South Sudan programme

• Rebuild and restructure the PNG programme in line with its strategic plan

• Re-staff the Arnhem Land programme and clarify its dual (ministry + training) strategy

• Review potential long(er)-term involvement in Nepal following the recent earthquake

• Further expand operational activity in West Africa

• Review need for MAF operation in Bougainville

Draft Strategic plan 2015-2019

5

3 IMPORTANT INTERNAL TRENDS 3.1 Operations Operational activity (measured in hours flown) has reduced year on year since 2011, with the most significant drop happening in 2014. The primary reason for this has been the shortage of staff, particularly impacting the three programmes where the demand for our service is the highest: Arnhem Land, PNG and South Sudan. Other factors include delays in starting up the Liberia programme, reduced flying in Uganda following the revocation of our permission to fly internationally, lack of staff in Mongolia, the closure of the flying programme in South Africa and the re-directing of existing resources (people and aircraft) from programmes that experienced a decline in demand (East Africa) taking longer than anticipated and not always resulting in people going to the places of highest need due to issues around schooling among other things. Moreover, with ever increasing requirements from regulators and the efforts we ourselves put into increasing the quality and safety of our operations, the operational availability of pilots has reduced.

Whereas hours flown is not a good measure of ministry impact, it is a good measure of activity and it is a real concern that a decline in operational activity has coincided with a significant investment on the support side. However, with a much better recruitment plan in place and a greater focus on training I believe we are turning a corner and we should see activity grow significantly in this next strategic period, thus bringing back the necessary balance.

However, it will be important to monitor this very closely and take the necessary action if, for whatever reason, that growth does not materialise.

Driven by our desire to allocate resources where they have the greatest ministry impact, we have realigned our operation in several places. Most notably the following changes were implemented:

• Closure of own flight operations in South Africa• Restructure and significant reduction of footprint in Tanzania• South Sudan becoming an independent programme• Restructure and refocus of the Kenya programme• Opening Liberia and Myanmar as new programmes• Focus on re-staffing the PNG programme

05000

100001500020000250003000035000

2011 2012 2013 2014 2015(forecast)

Hours Flown


3.2 Staffing levelsAs can be seen in the table below, the total number of International Staff dipped in 2013 and 2014, but is set to recover in 2015. However, due to visa issues some of this recovery may not happen until 2016.

Programme 2011 2012 2013 2014 2015

Arnhem Land 34 30 28 28 32

Bangladesh 4 3 2 2 4

Chad 4 3 4 5 4

CRMF (PNG) 2 2 3 2 3

Liberia 2

Kenya 22 24 19 11 9

South Sudan n/a n/a n/a 8 11

Madagascar 4 4 5 5 5

Mongolia 2 2 1 1 2

Myanmar 0

PNG 32 34 31 28 35

South Africa 2 2 0 0 0

Tanzania 14 16 17 5 6

Timor-Leste 1 1 2 2 2

Uganda 14 13 13 21 19

TOTAL 135 134 125 118 134

When we analyse our 2015 projected number of International Staff by Resourcing Groups the following figures emerges:

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

Notes:

• The figures focus on staff in programme only and exclude those International Staff working in Cairns, Ashford or Mareeba;

• ‘Other’ refers to International Staff coming from countries where there is no MAF Resourcing Group;

• The ‘duplicate’ line has been included as some International Staff are counted under 2 Resourcing Groups. This is the case where husband and wife (and their financial support) come from 2 different countries.

3.3 Support costs (regional offices)During the initial part of this strategic period we invested significantly in the support side of the organisation. This was necessary for successful integration, the boosting of capacity in specific areas of need and for investment in some new strategic initiatives. Over the past four years we have successfully globalised the different departments, created a new ELT, added an internal communications department (at the request of the Resourcing Groups), increased our recruitment capacity, and created the role of an International Development Director to focus on increasing our presence in Asia. Although some ongoing adjustments are being made, the structure overall is well established and is geared towards being able to handle greater programme activity. The latter is needed to restore balance between support and programme costs.


3.4 SafetyIn terms of safety this strategic period did not start very well, with two accidents in PNG within a short period of time. A safety enhancement plan was introduced and safety and quality management systems was further aligned between the two regions. These efforts and an increased focus on safety and quality appear to have paid off, with all safety trends moving in the right direction. The introduction of a new reporting system, Mantis, has certainly helped to improve our reporting culture, and credit goes to all staff for buying into the system.

If the current trend continues, we are likely to meet our target of fewer than two accidents per 100,000 hours within the time-frame of this strategic plan. For this to happen, ongoing effort and attention need to be given to promote safety within the organisation. As far as quality is concerned, we are aiming to improve the way we measure the cost associated with (lack of) quality.

3.5 Fleet During the past five years we managed both to rationalise and upgrade our fleet and now operate a fleet of 60 aircraft. The PC12 was phased out and good progress was also made with phasing out our Cessna C206s with now none remaining in PNG. Further modifications were carried out on the GA8 to improve its reliability and its STOL performance. One of our three Twin Otters successfully underwent a major overhaul. Lastly, progress has been made with the avionics upgrade of our Caravans and four have now been completed. We are waiting for the necessary permission to upgrade a further two Caravans in 2015. Confirmed future aircraft needs include a C208 for Liberia and a C208 Amphibious for Bangladesh. Furthermore we expect to the need for an aircraft in Myanmar.

During this next five years the major priorities in terms of fleet management include:

• Major overhaul and upgrade of second Twin Otter

• Agree on fleet plan for PNG with the aim of reducing the number of types operated in PNG to two

• Further phasing out of our C206 fleet

• Completion of Caravan avionics upgrade

• Rationalising our fleet of training aircraft in Mareeba

• Improve dispatch reliability of C182SMA

3.6 TrainingIn response to the ongoing shortage of staff we have put greater emphasis on training. We invested in MATC in the Netherlands, moved flight training from Coldstream to Mareeba, and are in advanced conversation with Prairie, Canada. Through an improved curriculum we are seeking to reduce the minimum requirements for pilots to join MAF and are working very closely with the Resourcing Groups to reduce the time it takes for pilots to go to the field.

Following the struggles at ACMA with regard to their engineering training programme, we have moved to an apprenticeship model which is now being implemented in Mareeba.

Both initiatives are in effect examples of vertical integration, whereby we are seeking to engage at an earlier stage with those who have a desire and calling to serve God through MAF with the aim of improving the future pipeline of pilots and engineers.

SMS Annual Report - 2014 Page 2 of 10

In 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.

2.1.2 Africa Region Over the last year no flight accidents were recorded for this region. This has resulted in an accident rate of 0.00 per 100,000 flight hours over an 8 year rolling rate as shown in the figure below.

This is the first time in MAFI history that such a rate has been achieved and illustrates the hard work that has gone on behind the scenes by both staff and management at all levels.

4.984.61 4.60

3.50

4.33 4.37 4.423.71

2.59 2.69 2.77 2.86

1.96 2.011.54

0.00

1.00

2.00

3.00

4.00

5.00

6.00

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Flight Accident Rate - MAF I (8 year rolling rate)

Per 100,000 hours Target Acceptable

4.00 3.92

4.835.04

4.13

5.24 5.29

4.24 4.28 4.25

2.18 2.15 2.14

1.07 1.09

0.000

1

2

3

4

5

6

7

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

AR Accident rates per 100,000 flight hour (8 year rolling rate)

Accidents Acc/100k hours Target Acceptable

Figure 3


3.7 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:

A number of conclusions can be drawn from this:

• Programme income is significantly down in 2013 and dramatically down in 2014 in line with the lower hours as a result of lower staffing levels. Consequently programme expenses have also been down.

• Resourcing Group income has been consistently above budget, but most notably in 2014. This is the reason why we did not end up with a deficit in 2014.

• Asia development has not yet resulted in funding income, but has resulted in recruitment of new International Staff.

• In spite of investments made at regional level (i.e. support offices), overall costs were significantly below budget.

2011 2012 2013 2014SUMMARY Budget Actual Diff Budget Actual Diff Budget Actual Diff Budget Actual Diff

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000INCOMEAfrica Operations 6,733 6,735 2 7,452 7,501 49 7,676 7,802 126 7,906 5,431 -2,475Asia Pacific Operations 13,393 14,562 1,169 13,911 15,501 1,590 14,488 11,511 -2,977 15,259 9,111 -6,148Members (Eons) 8,132 9,127 995 9,076 9,785 709 9,303 9,384 81 9,541 11,176 1,635Members (Staff Support) 1,762 1,903 141 1,859 2,186 327 1,963 2,135 172 2,075 2,434 359Net Benefit Asian Fund Raising 0 0 0 0 0 0 25 0 -25 140 0 -140Institutional Funding increase 0 0 0 0 0 0 100 0 -100 200 0 -200Sub-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

EXPENSESAfrica Programmes 7,991 8,379 -388 9,183 9,314 -131 9,459 9,706 -247 9,742 8,910 832Asia Pacific Programmes 15,742 16,520 -778 16,474 18,933 -2,459 16,968 14,289 2,679 17,477 12,452 5,025Support offices 5,630 5,693 -63 6,046 5,733 313 6,840 5,945 895 7,046 6,504 542Transfers to/from designated funds -10 0 -10 -200 84 -284 -200 714 -914 -100 236 -336Additional staff 0 0 395 0 395 404 0 404 413 0 413New initiatives 25 0 25 200 0 200 200 0 200 300 0 300Sub-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 118Tot flying hours 30,031 28,890 26,143 21,258


2013 2014Budget 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

2012 TotalSUMMARY

As always we separate our operational budget from our capital budget. Concerning the latter the comparison between budget and actual was as follows:

This includes:

• The purchase of two Cessna Caravans, a C182SMA, and five GA8s (now known as Project Croc)

• Four avionics upgrades and the refurbishment of one Twin Otter

• Purchase of four houses in South Sudan, a house + annex in Arnhem Land, Mareeba Training Centre building, and part of the costs of the Kajjansi office

Thanks to the hard work of our Resourcing Groups and the generous donations of our supporters the actual capital project income far exceeded the budgeted income.

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

SUMMARY OF INTERNAL TRENDS


“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


4 LONG-TERM

TRENDS

4.1 IntroductionAny new strategy not only builds on the strength of the existing strategy whilst addressing its weaknesses; it also needs to take into account the long-term trends that impact MAF in both a positive and negative way. Significant time was spent identifying these trends.

4.2 Trends related to needsResearch1 suggests that poverty on the whole is on the decline. However, there are still over 1 billion people living in extreme poverty. Moreover there remain many people and people groups that have limited or no access to the Gospel, and the need for nurturing existing churches in remote areas remains high.

Secondly, in many (but not all) of the countries were we operate the infrastructure is improving, but pockets of isolation remain. Effectively this means that in the long run more of our programmes are likely to become smaller and more focussed on specific isolated areas within a country.

Thirdly, with the ongoing world-wide population increase, urbanisation continues to be a major trend. However, research2 suggests that the number of people living in rural areas is likely to remain fairly stable.

Fourthly, the need for MAF services in relief and disaster situations remains high. The ongoing high demands for our service in South Sudan, the East Africa famine relief intervention, and our involvement in the Nepal earthquake disaster response are good examples of that. We have been working very closely with MAF-US in this area and have successfully set up a joint structure. The speed with which we have been able to respond to the earthquake in Nepal has been encouraging and demonstrates that the joint approach is working. As we look forward we anticipate that our involvement in similar situations is likely to increase rather than decrease.

Fifthly, as we look forward we anticipate that there will be greater need for MAF services in so-called closed countries, i.e. in countries where Christianity is a minority faith. This will have an impact on the way we train and equip missionaries to serve effectively in those countries; for example putting greater emphasis on the need for personal witness and discipleship.

Lastly, we see opportunities for MAF to get involved in consultancy-type work whereby some of the knowledge we have gained over many years can be shared with others, such as local operators and aviation authorities. This would create other opportunities for witness.

1World Bank, Remarkable declines in global poverty, but major challenges remain, April 17, 20132United Nations, World Urbanization Prospects, (revised) 2014, esa.un.org/unpd/wup/Highlights/WUP2014-Highlights.pdf


4.3 Trends related to our external environmentWe operate in a highly regulated and conservative industry where changes tend to be incremental and slow. The slow development of a diesel alternative to our piston engines is a good example of this. Although there are several companies working on this development, we still seem to be several years off a suitable solution for our fleet of piston aircraft. At the same time we are operating in an ever faster changing world with pressure on us to be increasingly more flexible and to continue reducing costs. There is an inherent tension between these two worlds which we are grappling with day by day.

One of the challenges we are facing is that we are seeing needs changing in countries where we operate, but we are relatively slow in our ability to move aircraft and people. As we look forward there is a need for us to be able to respond more quickly to changing needs. Likewise, whereas we continue to focus on a long-term commitment to serve the needs of the isolated peoples in the countries where we operate, we anticipate that in future the length of time we will serve in some countries will reduce. This means that in some of the new places where we plan to start operating, we should start with an exit strategy in mind.

Lastly, many missions have moved from doing to enabling whereby much of the work has been handed over to the Church and/or local partners. This has not only changed the need for our service and whom we serve, but also begs the question whether and how this might apply to MAF. Our main focus has continued to be on ‘doing’ and as a result we have largely remained a Western mission in our outlook and in the way we work. Of course the fact that we are a highly technical ministry is an important factor in that.

4.4 Trends related to our resourcesMost of our resources come from Western countries (Europe, Australia and New Zealand, and North-America) and we are thankful for the many faithful and committed supporters we have in those countries. At the same time we know that our donor base is ageing and that the Church in the West is in decline. Although these may not impact us in the short to medium term, we anticipate that in the long term financial support from our existing supporter base will decline. This can be counterbalanced by increasing our presence in Western countries where MAF has been under-represented so far and by focusing more on Asia and the Global South where the Church is growing, in some places even quite dramatically.

It is for this reason that we appointed an International Development Director to focus on Asia development, and it is encouraging to see that this is now gaining momentum. With regard to recruitment in particular, we believe there is great potential and we anticipate that Asian and Global South missionaries will become an important part of MAF’s missionary force.

Other trends to be mindful of are the generation gap and different attitudes of younger missionaries (Gen Y) starting to join MAF, as well as concerns around obtaining visas and work permits. The latter was already identified in the previous strategic plan as an area of concern and we can only expect this to become more difficult in the years to come.

Lastly, donor transparency and a need to be able clearly to demonstrate impact are ongoing trends and we need to make sure that our information systems are robust enough to meet those demands.


TRENDS: NEED

Poverty overall is on the decrease, but urgent needs remain

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

Increased needs in response to natural disasters

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

Increased scrutiny from supporters/donors and need to demonstrate impact

Increasing difficulties with placing International Staff


MAF’s unique ministry is to use aircraft and technology to physically and spiritually transform the lives of those living in 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

5 THE STARTING

POINT

5.1 Our identity in Christ As we reflect on 70 years of history we are encouraged that the desire and calling that moved our founders to create Mission Aviation Fellowship and use aircraft (and technology) to transform the lives of those living in isolated areas still lie at the very heart of the organisation. While we continue to experience change in terms of where we operate, how we operate and the types of services we offer, the Great Commandment and the Great Commission and a desire to follow Jesus and to make Him known remain the principle motivation for why we do what we do.

For this reason it is vital that we continue to seek Him in all we do and prayer is therefore such an important part of our ministry. We expect Him to direct us as an organisation, recognising that we are involved in a spiritual battle.

5.2 Transformation of remote communitiesMAF’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.

Throughout the years this unique mandate has been worded in different ways in mission, vision and purpose statements, but its core essence hasn’t changed. As we move forward we believe that this unique mandate should remain.

5.3 Aviation as core competencyOur aviation ministry has been and will continue to be our core ministry. Nonetheless, we have recognised that other technology solutions further increases our transformational impact. It is for this reason that several years ago ‘and technology’ was added to our purpose statement. Where we implement technology services we seek these services to be complementary to our core aviation ministry and to serve the same vision of transforming the lives of people living in isolated areas.


Our 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


6 MOVING FORWARD

(STRATEGIC PRIORITIES)

6.1 IntroductionOur strategic plan has been developed through detailed SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, which is summarised in the table below:

Through our new strategic priorities we will be seeking to build on our strengths and seize opportunities whilst addressing some of the weaknesses and safeguarding against threats. Through analysis and discussion three major themes were identified: 1) from doing to enabling; 2) becoming more international; and 3) increasing our agility.

6.2 From doing to enablingEnabling others has always been at the heart of our ministry and will continue to be in the years to come. However, we aim to become more intentional in terms of local and international partnerships in order to increase our transformational impact. Moreover we want to put a greater emphasis on local capacity building and supporting local initiatives. The way that MAF was involved in setting up the

rural airstrip agency (RAA) in PNG is a good example of local capacity building and we will be seeking to identify capacity building projects in other countries as well.

We will look out for opportunities for our staff to be involved in consultancy type ministry where we share our knowledge and expertise with others. This and the fact that we are likely to be doing more ministry in so-called closed countries mean that we need to better equip and enable our staff to be effective in discipleship.

Lastly we see a need to train and enable more of our local staff to take on senior roles. Not only is this a positive development is itself, it also addresses the concerns we have in terms of work permits and visas.

Our identity in Christ

Commitment to prayer

United in purpose, vision and values

Financial strength

Global presence

Excellence (including safety)

Global South / Asia development

Strategic partnerships

Sharing our aviation knowledge in different ways

Need for MAF in countries where we are currently not present

Shortage of staff

Cost of operation (efficiency)

Slow changing

Inability to respond quickly

Western based and Western led

Visas / work permits

Security

Declining Church in the West

Ageing donor base

Generational issues

Donor expectations

Placing staff in remote locations

S

O

W

T


6.3 Becoming more internationalBecoming more international means that we continue our strategy of Asia development and we expect more people from Asia to join MAF as missionaries in the years to come. Moreover we would like to see more of our local staff become missionaries with MAF as well. For this we will need to create new pathways for recruitment and think through issues such as support raising. Likewise, the staff survey once again highlighted the perception of a glass ceiling for local staff where senior roles are concerned. As we find ways for local staff to join as missionaries, this issue needs to be addressed as well and is likely to include a leadership development programme. Lastly, to become more international we need to increase diversity at every level within the organisation and we recognise that this will only happen if we are intentional about this.

6.4 Increasing agilityIn an ever faster changing world and with the increased need to respond to natural and man-made disasters, there is a need for MAF to be able to respond quickly. Moreover, we need to address the internal perception that MAF has become more bureaucratic and slow to change as a result of the integration process. We should therefore explore ways to improve the mobility of our staff and our assets (aircraft) so that we are better able to respond to changing partner needs in the places where we work. Likewise, we should aim to further shorten the time it takes for International Staff to get to the field. Finally we see national regulators increasingly taking a prescriptive approach, thus reducing our flexibility. As MAF we need to find the right balance between a prescriptive and principle-based approach in the way we write our standards and policies to optimise our flexibility within the constraints in which we operate.

WHAT COULD MAF LOOK LIKE...





We 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


“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


7 IMPLEMENTATION

(STRATEGIC OBJECTIVES)

7.1 From doing to enabling

1. Developing strategic international and local partnerships

• Becoming more intentional in working with partners that will enable holistic transition to happen

• Ensuring that all our activities are focused on achieving maximum transformational impact

• Reviewing and updating our ministry effectiveness tool to improve the way we measure ministry impact

• Being more actively involved in strategic alliances and networks

• Putting greater emphasis on identifying and working with key local partners in our programmes

2. Facilitating local capacity building and supporting local initiatives

• Identifying specific projects within existing programmes that would build local capacity

• Actively offering our service and expertise externally

3. Encouraging and equipping staff for effective discipleship

• Actively seeking and distributing resources to encourage and equip staff in this area

• Continuing 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. Emphasising training and development of national staff

• Developing and implementing a pathway for national staff with 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

In order to move from doing to enabling we are going to focus on…

We are going to make this work by…


1. Accelerating Asia development • Implementing the approved Asia development strategic plan

• Earmarking sufficient financial resources to implement the strategy

• Having the Asia Development Executive (working alongside the International Development Director) fully operational

2. Encouraging national staff to become missionaries with MAF

• Developing a support structure model specifically geared towards Global South missionaries

• Creating opportunities for national staff to work in other programmes

3. Leadership development • Developing a management mentorship programme

• Becoming more structured in the way we develop and mentor those with potential for future leadership

4. Increasing diversity at every level within the organisation

• Appointing at least one trustee from a Global South background

• Actively seeking to increase diversity at the senior management level

In order to become more international we are going to focus on…


7.2 Becoming more international


In order to increase our agility we are going to focus on…


1. Improving the mobility of people and aircraft to become more responsive to changing partners needs

• Further simplifying and standardising our aircraft fleet and flight training

• Developing creative solutions for some of the major stumbling blocks that prevent staff from moving (e.g. schooling)

• Further developing our disaster response capability in close collaboration with MAF-US

• Implementing our recruitment strategy

2. Increasing operational effectiveness and efficiency

• Continuing to critically review our programmes on a regular basis in terms of their ministry effectiveness and implementing changes accordingly

• Developing KPIs that help us to monitor operational efficiency

• Improving stock and inventory management

• Putting greater emphasis on operational efficiency within our QMS and as we review new standards and policies

• Reviewing effectiveness and efficiency of a centralised versus a de-centralised approach

• Carrying out a feasibility study of going to a single HQ (as opposed to two regional offices)

3. Shortening recruitment time• Continuing to invest in MAF’s specialised flight training

programmes (i.e. Mareeba TC, MATC, Prairie)

• Improving forward manpower planning

• Working with the Resourcing Groups to make improvements to our support raising system

4. Balancing prescriptive and principle-based approach

• Include this in the review process as we develop and set standards and policies

• Review whether the right balance is achieved between devolved decision making and centralised services

7.3 Increasing our agility


“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


8 CRITICAL

SUCCESS FACTORS

8.1 PrayerUnless the Lord builds the house, the builders labour in vain (Psalm 127:1). As a mission we want and need to be guided by God. That’s why prayer is such an integral part of what we do and why organisationally we put such great emphasis on this through things like morning prayers, pre-flight prayer, international days of prayer, weekly PrayerPoints, and programme retreats. As we move forward, in addition to the above, we intend to put greater emphasis on the spiritual well-being and growth of our staff3 for effective discipleship.

8.2 RecruitmentRecruitment is an integral part of the strategy and elements can be found under each of the three themes. However, as there is such a close correlation between overall ministry activity and number of International Staff it is worth separating this out. The success of our recruitment strategy is a key critical success factor, whereby acknowledging that it is the Lord who calls people into ministry. Key elements of our recruitment strategy include:

• Continuing to work very closely with the Resourcing Groups and encouraging them to actively find new staff

• Welcoming staff from Asia into MAF. In the Asia Development Strategy we project that by 2019 we will have 13 International Staff from Asia (India, Philippines, Singapore, and Malaysia) working in our programmes.

• Recruitment and development of national staff into missionary roles

• In close collaboration with MAF-US welcoming more staff from the USA

• Improving our capacity to recruit and process staff from countries where there is no MAF group

• Improve our manpower forward planning

• Implementing our reward strategy, which is aimed at getting greater parity among International Staff and which may, subject to ongoing discussion and consensus, see us move away from a 100% support level target. The latter is likely to mean an increase in the number of people willing/able to join MAF.

An indicative projection of staffing levels per programme can be found on the next page.

8.3 Programme effectiveness & efficiencyWith increased donor expectations on us to demonstrate ministry impact, it is key that we ensure that our resources are used in places of highest need and in the most efficient way. Key activities to make ongoing improvements in this area are:

• Reviewing and ‘upgrading’ our ministry effectiveness tool and using this tool to review our programme ministry plans

• Developing KPIs that help to us to monitor and improve ministry efficiency

• Ensuring that our management information systems are fit for purpose and are meeting donor requirements

3See paper ‘Prioritising prayer in MAF’ for more details on this


Forecasted total number of International Staff in programme:

Programme2011

Actual

2012

Actual

2013

Actual

2014

Actual

2015

F’cast2016

F’cast2017

F’cast2018

F’cast2019

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.


“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


“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


9 FINANCIAL

IMPLICATIONS

9.1 Operational budget forecast

Notes to the financial forecast:

1. We aim for the deficit between operational income and expenses for the Africa region to settle at $2m annually by having staff in the right place and through greater efficiency.

2. We aim for the deficit between operational income and expenses for the Asia Pacific region to reduce from $3.5m in 2015 to $2.5m in 2019 through having more staff in AL and PNG and through greater efficiency;

3. Income and expenses for Asia development to be in accordance with the approved strategic plan for Asia development. This plan assumed EON funding would rise to $130k in 2019 and a further $580k would be raised for capital projects;

4. We will continue to reserve $250k annually for Resourcing Group development.

5. We will allow support office costs to increase with inflation only.

2014 2015 2016 2017 2018 2019SUMMARY Actual Forecast Budget Budget Budget Budget

$'000 $'000 $'000 $'000 $'000 $'000INCOMEAfrica Operations 5,431 6,524 7,000 7,500 7,800 8,000Asia Pacific Operations 9,111 8,732 11,000 12,000 13,000 14,000Members (Eons) 11,176 10,725 11,000 11,250 11,500 11,750Members (Staff Support) 2,434 2,294 2,400 2,500 2,600 2,700Asia development - fundraising 0 0 35 45 100 130New technology services (incl consultancy) 0 0 25 25 50 50Sub-total 28,152 28,275 31,460 33,320 35,050 36,630

EXPENSESAfrica Programmes 8,910 8,384 9,000 9,500 9,800 10,000Asia Pacific Programmes 12,452 12,204 14,000 14,750 15,500 16,500Support offices 6,504 7,271 7,200 7,400 7,600 7,800Transfers to/from designated funds 236 110Asia development 0 240 260 160 160 120Seed-funding member groups 0 300 250 250 250 250New technology services (incl consultancy) 0 100 200 300 400Sub-total 28,102 28,509 30,810 32,260 33,610 35,070

Result 50 -234 650 1,060 1,440 1,560


6. The costs of new technology services and consultancy type projects is expected to rise to $400k by 2019, but with only limited service income expected to be received for these services.

7. Resourcing Group EON contributions from the bigger groups are forecasted to level out, but smaller groups continue to increase. It is recognised that this may be a conservative assumption.

The strategic plan aims for us to make an operational surplus of around $1.5m annually by 2019. This will be done primarily through increase programme ministry (resulting from having more staff) and bringing back a healthier balance between operational activities and expenses (including support office costs).

The forecasted surplus can/will be used in the following possible ways:

• Ongoing investment in fleet renewal and other critical capital items (e.g. hangars, housing, etc.) where these are not funded with restricted funding;

• Increased topping-up of International Staff as we move away from a 100% target;

• Allow for more highly-subsidised flying to take place for high-impact flying and/or allow for more consultancy type projects which don’t increase programme activity (in terms of hours flown), but would be considered high-impact ministry.

9.2 Capital budgetThe following capital investments are planned:

This includes: 1. A Cessna Caravan for Liberia (2016) and one for

Bangladesh (2017). Both are already approved projects;

2. The purchase and development of land in South Sudan (2015-2017);

3. Completion of the Kajjansi office (2015);

4. Building additional houses on our compound in Kenya (2016/2017);

5. Refurbishment/rebuild of 2 maisonettes in Chad (2016)

6. Purchase of a house (from the Nazarenes) in PNG (2015)

7. A Cessna Caravan for Myanmar (2018) and one (their second one) Caravan for Arnhem Land (2019). Both are not approved projects at this stage;

8. Hangar in Juba, South Sudan (2017);

9. Two Cessna Caravan avionics upgrades per year;

10. Refurbishment of one more Twin Otter (2016);

11. Implement solar energy project across most programmes (2016 – 2019)

2014 2015 2016 2017 2018 2019 TOTALActual 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

SUMMARY


“It’s only because of MAF’s flights that we can access the places where the need is highest in some of the

really difficult corners of Bangladesh. These are places where the infrastructure is so poor that to project relief

efforts into these corners by any other way is impractical and doesn’t represent good value for money. We are

paying for a service which gives us the most formidable humanitarian reach for humanitarian relief workers”

Colum Wilson, DFID – which part-fund the Bangladesh programme


“We did it at the start, and we still do it now, because we simply wanted everyone to know and feel the love of God”

Stuart King, one of the co-founders of MAF


10 RISKS

Risk Potential impact Control measures Prob Sev Status

Ongoing shortage of staffReduction in ministry and more pressure on existing staff

Recruitment strategy

Asia development strategyLikely Major HIGH

Sudden closure of a bigger programme (e.g. SSD)

Reduction in ministry, significant financial impact

Contingency fund Poss Major MED

Major disruption in a programme (e.g. aircraft accident)

Poss Major MED

Major reduction in income at MAFUK

Budget shortfallManage reputational risk, support of smaller groups to grow

Unlikely Major MED

Income of other Resourcing Groups lower than expected

Budget shortfallOngoing support and advice provided

Poss Min LOW

Major exchange rate changes

Budget shortfall

Close monitoring of exchange rates with forward buying at the appropriate time

Poss Major MED

Asia development taking significantly longer than anticipated

Lack of return on investmentStrategy in place, ongoing monitoring of progress made

Poss Min LOW

Terrorist and/or security threats towards our staff

Closure of programme, staff at risk

Security training given to all staff, contingency planning in place

Poss Major MED


In all your ways submit to him, and he will make your paths straight

Proverbs 3:6


11 FINAL

CONCLUSIONS

I believe MAF is strategically placed to continue the important ministry started over 70 years ago. From speaking to partners and customers, I know our work remains as crucial today as it was all those decades ago. By moving from doing towards enabling, becoming more international and by increasing our agility we will continue to play a critical role in sharing God’s love through aviation and technology and seeing the lives of those living in isolated areas and communities transformed in Christ’s name.

As we embark on the implementation of this plan I am encouraged by the amazing and dedicated team we have, serving all around the world. We all play our part with the unique and complementary skills, gifts and responsibilities He has given to each one of us.

It is also important to remember all those generous supporters across the world who provide donations and prayer to ensure we can carry out our work. The work of our Resourcing Groups to harness this support remains essential, as well as their ability to attract and recruit future MAF staff.

May I ask you to continue to pray for all the parts of the MAF family. That we will continue to seek His guidance and direction as we implement this plan.

Chris LukkienCEO MAF International

“MAF makes so much more possible, it gives me the freedom to do what I can do with all of my energy. Every day we help people to regain their sight, to become more independent and productive because they can now see. We see lives changed through this, every day in every visit, and often in unexpected ways. This gives us all hope, that’s why I love MAF”

Andrew Koch, ProVision Optometry

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