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									                OUR APOSTOLIC VISION

                     Vision 2020

                   AFM on the Move!!!

In response to the Great Commission we are committed to:

    • The WHOLE CHURCH taking the WHOLE GOSPEL to the

    • SATURATING our communities with the presence and
      principles of the KINGDOM OF GOD.

        Wherever you find people you will find the AFM

           Qalakabusha – A new beginning!!!


After the Missions Department of our church was closed down a number of years
ago (mainly as a result of our decentralisation) we realised about 6 years ago
that there is no national, coordinating and representative missionary body in our
church. This actually sounds like an anomaly, to think of the AFM, a church
whose origin, name and history are primarily missional, not having an official,
national mission centre/office.

A Missions Advisory Committee (MAC) was therefore brought into life. A
capable and inspired team of experienced people accepted the challenge to
facilitate our church, and specifically our local assemblies, to become more
effective in fulfilling our primary calling.

After a strategic policy was formulated, several initiatives were launched to
promote the Great Commission in and through our church. Mission seminars
and conferences were held. A mission magazine, YES, was published with the
former Director of Missions, Pastor Edgar Gschwend as editor. We also
appointed Pastor Christo Walters as national mobiliser for a period of two-and-
a-half years – with excellent results.

Although mobilising will always remain part of our broader missional strategy,
the first part of our strategic action is now over. It is now time for a more
comprehensive and all-inclusive mission strategy. Against this background we
present you with the outcome of our strategic plan to assist our whole church to
once again become an Apostolic Movement!

We do not expect that this will be a short-term process – although God is able to
bring a true revival in our midst. With a buy-in from all levels, we are looking to
a 5-10 year period of implementation.

This strategic plan must also be seen against the backdrop of our own historical
missional development and our global involvement.


Think Apostolic Faith Mission and you cannot but think Missions!

At least if you consider the early history of our movement. This drive towards
being missional could probably be ascribed as the raison d’être of the AFM’s
founding. In the first place, John G Lake and the brothers from America came to
South Africa as missionaries – and they never slacked off! Lake’s committal to
missionary work made it part and parcel of the AFM and this culture and
character was cemented in its origin. There can be no doubt that this
contributed greatly to the fact that the AFM’s missionary work kept on
expanding in Africa and in the years to follow it established itself as an
international ministry.
The man who succeeded John G Lake as president of the AFM, Brother P L le
Roux, was equally a missionary in marrow and bone. He was a missionary in the
Dutch Reformed Church and Zionist Movement before he joined the AFM and
before he became President of the Church. He remained a missionary until his

The missional consciousness of the AFM was evident in many ways. A major
portion of the church’s meagre income was always invested in missional
activities and prominent sections of the Church magazine have regularly been
devoted to reports and witnesses from the people of the AFM in their mission

This mission-consciousness started at Sunday School level. 90% of the income of
all Sunday Schools was paid over to the Missions Department.

Just consider the name of this church – Apostolic Faith Mission. Two of the three
words in the name, the first and the last, have everything to do with missions!
Mission is built into the foundation of this church; it’s part of its DNA. The Great
Commission of Jesus has always been its over-arching vision. It was always a
movement of people, all the people of the AFM on a mission whether at home, at
work or in their communities and where the Gospel had not been preached.

In those early days there was a general feeling that the AFM would lose its right
of existence if it should ever neglect its missionary calling. In 1926 the president
of the AFM, Brother P L le Roux, issued a solemn warning that if “we did not wake
up in regard to missionary enterprise, we would die out as a mission.”

Indeed, the reason for the existence of the AFM is once again to be found in this
redemptive call and purpose of God to be a major agent for the salvation of souls
in South Africa and abroad. The AFM is not only called to fulfil this purpose, but
also to be a model for others to follow.


The reach of the AFM International (which includes the AFM of SA) is so broad
that it presents itself as a potential instrument to carry out our missional
responsibilities at local, national and international levels. What we need is an
intensive strategy to revitalise the AFM International member churches, develop
its leadership where it is critically necessary, deepen their spirituality, and
partner with them in their mission work.

In this regard we may have to examine the capacity of each national church and
develop programmes together with them, to empower them and enable them to
reach out to the peoples who are within their borders, including both nationals
and foreigners. Partnerships, exchange and exposure programmes would be the
best strategies in this regard.
This should result in a global integrated approach to missions where all the
churches work together as one missional entity with local and global dimensions
embedded in the one missional strategy.


The strategy is to turn all AFM churches internationally into missional
communities of apostolic believers ‘on the move’ led by the international Office
Bearers of the AFM International, the national leadership of the AFM in each
country down to the provinces, regions and the local congregations. All training
facilities in all AFM churches internationally should be geared to produce pastors
with a missional perspective that is brought to bear on every aspect of their

To operationalise this strategy we need to empower the local church and or the
national church to be able to capture the missional vision as well as develop
strategies to actualise it. This could involve among others:
           i. High level theological training and leadership development
                programmes for local and national leaders.
           ii. Mobilising resources to support the mission and its instrument
                (the workers) both at the local and national levels.
           iii. Exposing leadership to various experiences where some of the
                strategies and methodologies have been tested with the view of
                learning from those experiences.
The best way to achieve these objectives and reach out to the utter most part of
the world is through the strategy of ‘partnerships’ between local churches,
churches at the national level, etc. The AFM should mobilise all its members,
local congregations, regional and national structures, ministries and services to
partner with one another as ‘partners in missions’.

Leadership is by the Office Bearers of the AFM International. The missional
strategy was presented to the Office Bearers of the AFM International in
February 2012 who accepted it and committed themselves to take it to the
leadership of all the member churches of the AFM International. The 2013
international conference of the AFM scheduled for the 20-25 May 2013 will focus
on this matter.

To begin to understand each other and to change perspectives of missions in the
AFM it has been proposed that the leadership of the membership of the AFM
International should be exposed to the work of the AFM of SA at regional and
local levels for about ten days before the conference. By so doing the AFM of SA
will also be exposed to member churches of the AFM internationally.
The plan is to have every Region of the AFM of SA host the national leadership of
a member church of the AFM International from one weekend to the other (11-
19 May 2013) to expose them to their regional activities and congregational

An association of Theological Training institutions of the AFM internationally
will be established during the 2013 Conference and one of its workshops will
focus on the missional perspectives of the church and how they make every
discipline of the training missional in perspective.


The AFM of SA has the potential to impact South Africa and the world in a unique
way. By being a missional community of apostolic believers and applying models
of ministry uniquely sourced and developed from the emergent world, it can
leave a legacy for generations to come - models of ministry that can be applied
through multiplication to influence the entire world.

We are convinced that within the fraternity of the AFM all the human and other
resources are present to achieve just that. The AFM should be a community of
believers on the move. It has everything needed to see the whole church
reaching the whole world with the whole Gospel and in the process permeating
our communities with the presence of God and the principles of His kingdom.

It is of great importance that a missional culturei be cultivated and established
on all levels of the AFM. Pastors and members should once again experience the
difference between having church and being church. Between having a church
with mission rather than being a church on a mission. We have been relatively
successful in adding members to our churches and in maintaining the status quo,
but, apart from a few exceptions, we have however failed to release our
members into active witnesses in every place they live and everywhere they go.

For the AFM church has always been something more than the mere sustaining
of religious activities. Members have traditionally been witnesses with visible
results of the power of God operating through them. This movement is to
rediscover and rekindle this apostolic fervour. It is to once again be a movement
of His people and living temples impacting our neighbourhoods, cities, the nation
and the world.

But it will take a united effort. If we want to be successful in Vision 2020 it will
have to be a movement of all the people of the AFM – and it will have to be

iCulture is a system of shared meaning held by members, distinguishing the organisation from
other organisations (Martins 2003:380). It is the pattern of beliefs, values and learned ways of
coping with experience that have developed during the course of an organisation’s history, and
which tend to be manifested in its material arrangements and in the behaviours of its members
(Brown 1998:9).
spearheaded by the national leadership of the church. All NLF members ought to
see themselves as mission directors. All pastors are to accept the challenge to
spearhead the apostolic missional culture in their local churches and all
members need to realise they are in fulltime service of the Lord as apostolic
agents changing their communities.

To ensure maximum efficiency, understanding and ownership of the above
vision, five keys are listed below as a suggestion to bring the essence of the AFM
being an apostolic movement, into fruition. It is a multi-disciplinary approach to
ensure maximum exposure and coverage.


The proposed structure involves different levels of leadership and a variety of
institutions and entities.


The importance of the national leadership taking ownership of this vision for its
propagation, execution and supervision cannot be over emphasised. The
bottom-line is that the success of this proposal lies with the leadership of this
Church. If leadership does not buy into this vision as being their own,
individually and corporately, internalising and conceptually seeing it as their
own, it will be doomed to failure.


The three levels of leadership listed below should become non-negotiable for the
realisation of the AFM once again becoming an apostolic movement of note. It’s
all about being truly Apostolic again.

3.1.1. National

Leadership portfolios are notably that of the President of the AFM of South
Africa, the NLF and the President of the AFM International. The NOB and all
members of the NLF representing networks and regions are in essence to be
missional leaders of their respective regions/networks. Leaders with such
apostolic vision and operational skills will ensure that the NLF is the driving
force behind the successful realisation of our apostolic vision and calling.

       a. The missional mandate of the AFM, as outlined in Vision 2020, should
          become the primary item on the agenda of the meetings of the NLF. It
          ought also to reflect in the time and budget allocated to it by the NLF.
       b. A full working office with supporting staff and structures must be
          established. This office will assist the President and International
          President with co-ordination and administration. This office will be
          responsible for the marketing of Vision 2020 and the establishment of
          this culture in all mediums and on all levels.
       c. Frequent workshops should be held where all NLF members
          contribute to the training and development of the apostolic vision and
          thinking of the AFM. Group discussions on successes and challenges
          are to be part of the establishment of this culture.

3.1.2. Regional

Regional representatives (ideally the chairperson and committee), is to be
appointed to oversee the implementation, education and co-ordination of the
missional vision. The NLF will provide the regional councils with the necessary
tools to cultivate a missional culture and to record existing missional endeavours
and co-ordinate missional strategies.

Missional initiatives are to be much more than that of giving money to mission
organisations or projects. The initiatives should focus on community efforts
where every member can be involved in changing their world for the progress of
the Kingdom of God. Pastors should be aware of missional activities in their own
regions and identify opportunities as well as the implementing strategies to
motivate and mobilise their members in involvement within their mission field.

       Task teams will be appointed by the NLF, to visit regions to enrich and
       empower local pastors. (It is also of great importance that the task teams
       understand that personal agendas are not more important than “Vision
       2020”. This is not a forum to promote own mission projects or agendas).
       The task teams will be trained in organising and executing of workshops
       on all levels.

       They will implement these:
       a. By training pastors – the what and how of missions and the
          management thereof.        All pastors should be trained in the
          implementation of our apostolic vision. This culture must become
          part of their lifestyle and preaching. Workshops are to be held in
          apostolic vision and thinking. Discussion groups are to be established
          to address the practical implementation of strategies.
       b. Establishing managerial structures enabling execution, feedback and
          research as well as the capturing of data on a national database.
       c. Making available missional speakers for local AFM churches and
          related missional enquiries.
       d. Facilitate brainstorming on ways to fund missional endeavours.

It is important to note that the above actions are to serve the local church in their
own missional endeavours. Although support to mission organisations is not
excluded, the main purpose remains to release the members of the local
congregation into a kingdom-lifestyle of witnessing.
3.1.3. Local Pastors

Pastors of the local AFM churches are on the cutting edge of the expansion of His
Kingdom. It is therefore vital that they will promote, oversee and be responsible
for the successful realisation of this vision in their respective congregations.

       a. Empowering assembly leaders and members on the missional
          mandate of the AFM by means of preaching, seminars and visiting
       b. Arrange for church leaders to visit and give exposure to AFM
          missional programs.
       c. Arrange for short term outreaches to selected projects or countries,
          enhancing member-involvement and exposure.
       d. Explore the possibility of planting a church somewhere.
       e. Give guidance to involvement in specialised ministries e.g. prisons,
          workplace,    cross-cultural      outreaches    and     trans-religious

All of the above is to cultivate a culture where the whole church is involved in
taking the whole Gospel to the whole world.


Local pastors will unbundle the privilege of being missional to every member of
his/her congregation. Mission is much more than just giving money – it is about
giving yourself and being involved in a true discipleship model. It is the whole
church, taking the whole gospel into the whole world – which is now at every
believer’s doorstep.
       a. Mobilising the ‘apostolate of all believers’ and taking responsibility of
       the said-vision by impacting three strategic fields of ministry: Home,
       workplace and community.
       b. Creating a platform from where every believer individually and as a
       community of believers (local congregation and cell-groups), can be
       equipped to reach beyond their personal borders.
       c. Making a difference by witnessing, starting a cell-group or giving
       support in areas such as:
              i. Poverty
              ii. Prisons
              iii. Unreached – migrant workers etc.
              iv. Work-Place


All lecturers of all AFM Institutions should be involved in promoting the vision of
the AFM in theory and in the praxis thereof. Instead of running only a missional
program, all faculties ought to be permeated with missional deliberation.

       The teaching and training of future pastors should be devised in such a
       way that it will deliver and secure maximum missional empowerment.
       The culture of Vision 2020 should be built into all training materials. It
       needs to become part of the thinking and practice of all our new Pastors.
              a. Missions is to be built into all theological disciplines e.g.:
                              i. Gods’ mission in the Old and New Testament.
                             ii. Dogmatic/Systematic Theology should also cover
                                 the believe structures and worldviews of other
                            iii. Practical Theology is to incorporate cross
                                 cultural and trans-religious communications, as
                                 well as indigenous models of outreach.
                            iv. Church history also as the history of mission and
                                 history of the AFM in mission and then also from
                                 a diverse cultural perspective.
              b. All students are to be exposed to hands-on involvement in
                 selected missional projects and ministries as well as guest
                 lecturers from renowned missional backgrounds.
              c. The successful participation in selected indigenous missional
                 endeavours and or the establishment of a new fellowship of
                 believers should become a non-negotiable pre-requisite for
                 ordination for all students.


This entails the development of a portfolio concerned with the identification,
empowerment and marketing of indigenous and replicable AFM-sourced
ministries, projects and missional models aimed to advance the Kingdom.
                  a. Regions and local churches should be on the lookout for
                     ministries that have a local footprint of success.
                  b. These ministries should have the potential to become a
                     national and international model of ministry.
                  c. They must be indigenous, transferable and adaptable to
                     various cultural settings and demographics.
                  d. The NLF to assist in the identification, packaging and
                     promotion thereof.

A variety of support structures will be developed and act as support for the

                    a. Media:
                                     i. The survey of data to be digitally captured
                                        by the NLF. This will include a list of all
                                        the projects in which the churches are
                                    ii. NLF to provide contact details of projects
                                        so as to help churches and projects to
                                        network with other AFM churches and
                                        missional programmes.
                                   iii. The successes and testimonies of
                                        missional activities to be published in the
                                        church-magazine and/or website to
                                        provide an overall picture of AFM
                                        Missional activities.
                                   iv. Utilising of mediums such as internet
                                        forums, discussion panels, facebook, etc.

                    b. Research:
                                     i. What mission means for the AFM of South
                                    ii. Local indigenous and replicable models of
                                        outreach and church planting.
                    c. Mentors - assisting upcoming local AFM missional
                    d. Monitoring – the success of the project.


That the President of the AFM (or another influential person with the necessary
skills and ability) will make this position as missional director a priority
portfolio engaging in a leading role proclaiming, mobilising and overseeing the
successful fruition of the apostolic mandate of the AFM community of believers
as outlined in vision 2020.

The President is given the opportunity to select a forum within the NLF to
oversee the successful roll-out of Vision 2020. That the forum, in consultation
with the NLF, be given the liberty and finances to select a task-team of their
choice, to assist in the successful roll-out, implementation and sustaining of
Vision 2020. These people will be specialists in their own fields and are to be
remunerated accordingly.

A budget is to be forwarded once Vision 2020 and the implementation thereof
has been adopted by the Church.

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