The next ten years: rooted in Africa, passing the mission on.

Actively grow ACO branches beyond North America. A Hong Kong branch already exists; we will keep finding volunteers with vision, calling, and leadership, and support them in founding branches where they are.

Each branch works from one shared vision, mission, and set of core principles, adapts to local realities, and builds a ministry team able to grow on its own. The long-term goal is for ACO to become a global mission network — a broad platform supporting medical, Gospel, education, and humanitarian work across Africa.

Within five years, substantially complete Phase 1 of the Senegal base, stand up a medical-missionary training system and a reception system for short-term teams, and begin hiring local doctors, nurses, and staff.

Within ten years, complete a large comprehensive hospital and mission training center. As conditions allow, open a missionary training college enrolling about 50 local students a year — equipped not only in Scripture, theology, and the Gospel but in vocational skills, following the Apostle Paul’s “tent-making” example: working while preaching, taking lasting local root, supporting themselves, and serving the church.

In time, establish new bases in African countries where conditions are ready, following the Senegal model: send medical teams, partner with local churches, enter communities through medical service, build trust, find local co-workers, and — on the strength of long-term partnership — form a stable team and finally a base.

Missionaries and churches in Egypt, Mali, Kenya, and Uganda have already connected with us; Kenya and Uganda are the most ready. The goal is at least one new base beyond Senegal within ten years. Kenya is the near-term priority to explore — good climate, transport, and international access, with rich tourism that suits summer short-term medical, education, and mission trips for youth and adults.

Within five years, mature ACO’s leadership, management, and execution into a structure with clear responsibility, mutual accountability, and effective cooperation. The board owns vision, mission, long-term direction, major decisions, and oversight; the executive team plans, organizes, and carries out the ministries.

Through this, ACO moves from a ministry driven mainly by individuals to an international nonprofit with stable leadership, sound governance, and the capacity to endure.

Raising leaders is one of ACO’s core tasks. We will continually find, develop, and equip adult and youth leaders who love the Lord, are called, take responsibility, are willing to serve, and can carry the vision forward.

Through short-term missions, long-term service, teamwork, and real responsibility, they grow into leadership across ACO’s ministries. The goal is not only today’s work but a new generation able to carry the mission for the next ten, twenty years, and beyond.

Within five years, build a complete, systematic youth curriculum meant to last and keep improving, and grow Africa Cries Out Youth. The program spans medical service, VBS children’s Bible school, soccer, music, education, community service, teamwork, cross-cultural exchange, leadership training, and faith growth.

The aim: a youth mission trip becomes not just travel or short service but a defining experience of faith growth, life change, discovering calling, and learning responsibility — with support in college and medical-school applications, career, and spiritual growth, raising a new generation of leaders for medical missions and global service.

Within five years, build firmer, deeper, long-term partnerships with local churches where we serve, through reliable local contacts, pastors, doctors, and church leaders.

ACO’s goal is not to replace local churches but to support them — equipping local co-workers and raising local leaders to serve together in medical, Gospel, education, and community work. Only partnerships rooted locally let the ministry truly endure and be passed on.

Within five years, strengthen ACO’s financial systems, board governance, donation management, disclosure, and transparency, and — when ready — apply for ECFA accreditation.

More disciplined, transparent, accountable governance builds ACO’s credibility with churches, donors, foundations, and society, and lays a firmer foundation for the long term.

Within one year, complete ACO’s official website and main social platforms, with a professional media team and a unified publishing system running the website, WeChat, Facebook, YouTube, Instagram, WhatsApp, and more.

These channels present ACO’s vision, history, medical and education ministries, hospital, youth work, volunteer activities, and ways to give — through writing, photos, documentaries, short videos, and life testimonies that help more people discover ACO and draw churches, youth, medical workers, and volunteers into the mission.

Within one year, establish standardized procedures for medical and non-medical adults joining ACO’s ministries — recruitment, application, screening, training, team organization, roles, medical protocols, safety, logistics, field work, discipline, and debriefs.

For medical personnel from past teams, build the ACO Medical Alliance — a professional database that strengthens connection and encourages long-term medical missions. For non-medical volunteers, build Friends of ACO, so gifts in administration, education, photography, media, logistics, and fundraising can serve too. Together these raise team efficiency and lay the ground to keep growing our medical and short-term teams.

Within five years, build a complete, diversified, sustainable fundraising system funding ACO’s long-term ministries, the Senegal base, the hospital, medical missions, education, and future bases — holding individuals and institutions in equal weight.

Keep growing individual giving through churches, the medical field, business, volunteers, youth families, and caring supporters — and prioritize monthly recurring giving, nurturing long-term donors who walk with the mission rather than giving only once.

Actively expand institutional funding — churches, companies, foundations, charities, corporate matching, and US and international grants — with professional teams for grant applications, corporate partnerships, and major projects.

Establish designated funds by ministry — medical missions, hospital construction, vocational education, youth ministry, support for local doctors and staff, missionary training, and new bases — so donors can give as they’re led, backed by sound donor management, regular communication, financial transparency, and project reporting. The goal: move from a few individuals and annual short-term fundraising to a sustainable mix of individual, church, corporate, foundation, matching, and major-project support.