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Strategic Planning Committee Update

This update outlines the approach, methodology, mission and vision statements, strengths, weaknesses, opportunities, and threats identified by the AFA Strategic Planning Committee.

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Strategic Planning Committee Update

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  1. Strategic Planning Committee Update September 2019

  2. Committee Members • Mark ‘Buster’ Douglas (Langley, VA) -- Chairman • Stephen Gourley (Mile High 127, CO) • Paul Hendricks (Seidel, TX) • Caroline Jok (Prescott-Goldwater, AZ) • Peter Jones (Yeager, WV) • Jamie Navarro (Green Mountain, VT) • Heather Penney (Staff Liaison)

  3. SPC Approach Operating Year 2018-2019: • Mission analysis only • Examine current plan and determine where changes are needed • Back brief EXCOM, BoD and Convention Delegates on mission analysis • Incorporate feedback into planning Operating Year 2019-2020: • Develop new Strategic Plan Methodology: • Review the mission • Examine the internal and external environment (SWOT) • Define major strategic thrusts (first cut at the “how”) • Review the Vision statement

  4. Mission Statement Determined we needed a new mission statement: • Current mission statement is not known by most members; confusion with “Advocate, educate, support” • Too long and too wide ranging • Need to focus on Who we are and What we do, not How we do it Current mission statement: • Our mission is to promote a dominant United States Air Force, a strong national defense, to honor and support Airmen, and to remember and respect our Air Force Heritage. Proposed mission statement: • Advance aerospace power and a pre-eminentUS Air Force for now and into the future.

  5. Strengths • Excellent advocacy and influence among national security leadership (Mitchell) • Recognition programs like “Twelve Outstanding Airmen” connects with target audience • Outreach programs (mag, MI, DB, etc) have influence over a large, key audience • Growing recognition of main symposia as professional development opportunities, connecting AF leadership to Airmen and industry • National level programs (CP, SX, Wounded Airmen) • We have excellent chapter innovations that can be adopted by other chapters

  6. Weaknesses • Lack of depth in volunteer leadership positions at all levels • Our membership does not understand how to access much of the AFA’s overall capabilities (and they aren’t using existing training materials to learn) • Lack of organizational integration (big data and comm) • Low member participation at Chapter level • No clear value proposition for being a member (especially when targeting different demographic groups) • Poor structure for promulgating professional development opportunities to the Field • Ageing membership is a symptom of lower relevance to younger generations

  7. Opportunities • Enhance strategic alliances to reach other choir audiences (AFSA, AFCEA, etc.) • Expanded professional development programs allow us to reach a broader, professional/military audience • AFA is producing on-line and video products that allow us to reach a larger public audience (Mitchell programs, on-line mag, daily news emails etc.) • Develop a resource tool-kit to help chapters build capabilities • Untapped membership pool across the Air Force Family

  8. Threats • Defense budget reductions impact industry support for AFA • Competition for resources (time, talent and money) both internal and external to AFA • Potential members view of AFA as a “retired officer association” • A possible deterioration of the relationship with the Air Force (both leadership and JAG) at both the national and chapter levels • Public ambivalence / lack of understanding of USAF, foreign policy and the military in general

  9. Strategic Thrusts Major statements of how we will accomplish our mission: • Educate: • Inform the public and government leaders on the value and importance of aerospace power • Provide first-rate opportunities for professional development for the Total Force • Advocate: • Advocate for sound policies and capabilities impacting and benefiting the Air Force, as well as past, present, and future Airmen and their families • Support: • Enables a strong technical base through STEM Education • Supports our Airmen and their families past, present, and future

  10. Vision Statement Our analysis revealed the need an updated vision: • Current vision statement is not known by most members • Too long and too wide ranging • Need to focus on What we do not How we do it Current vision statement: • The Air Force Association will be the premier professional military and aerospace education association in the nation, dedicated to United States dominance in air, space and cyberspace, a strong national defense, and support for the men and women of the United States Air Force. Proposed vision statement: • AFA as the primary wingman for the US Air Force, in which all Air Force Family members are Airmen for Life.

  11. Back-Up Slide

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