for context analysis to deeply understand the local context, innovation and creating intervention concepts. We will enrich these processes with learning and documented track record on effective strategies.

Building partnerships

In our strategic partnership developer role we will invest in a network of Christian core partners through organizational development and ongoing dialogue on strategic themes as we continue or develop long-term organizational relationships. In our strategic partnership builder role we engage with new partners that offer added value in the strategies for change. We seek to diversify this group to include more government partners, knowledge institutes and theme-related stakeholders. With a combination of both type of partners we seek to establish longer-term country-based partnerships with a joint vision on systemic changes.

Adaptive programming

We will contribute to managing the program implementation by keeping a strong knowledge-base on country-specific sectors, and take a pro-active role in data analysis and -sharing to support the partnerships we work in. Work on data will primarily be focussed on supporting better decision-making by partners in the context and adjusting the strategies we use to come to results. Within and across programs we have an explicit learning agenda, which we will use to guide our documentation of effective strategies and track record in system change with a focus on pro-poor climate resilience and reaching the unreached.

Country selection

The three focal policy themes influence the choice of countries where we will (start and continue to) work towards 2025. These choices are informed by indicators from research, including indications on poverty status (SDG 1), government effectiveness, threat of climate change effects and indications on civic space. Based on these criteria we foresee for the new policy period to phase-out work in 6 countries and continue in 12 current countries. Three countries in particular will be considered for new programming: Eritrea, Ghana and Togo.

We will maintain and develop our position in networks and partnerships to increase our influence. Our lobby targets will be politicians, civil servants and international businesses. To gain the mandate for our lobby work we will be sharp on using learning and best practices from our programs, and where possible make direct linkages with lobby projects in Brussels or The Hague.
Continued lobby focus will be on increased policy coherence, through the Building Change campaign, and International Responsible Business Conduct. New initiatives will explore working more effectively with expert organizations in the area of inclusion and climate mitigation and adaptation.

We communicate the complexity of our work and shed light on the effects of their lifestyle on lives far away. We aim to equip and mobilise supporters to make different lifestyle choices and feel fully part of the work of Woord en Daad. Among the broader Woord en Daad community, we target specifically children, students and women. We will use different channels for our campaigns including written and social media, events and engagements with groups in schools.
Our campaigns will focus on effects of climate change on Southern nations, migration, circular economy and fair clothing. We will seek to partner with other organizations around these campaign themes. We choose to bring honest stories in a positive tone and will explicitly relate to the target groups in our programs: their stories must be told and function as starting point in every campaign. For the coming years we will invest in a methodology for measuring effects of our campaigns to help us learn and improve our work.

We also seek to grow the component of local fundraising in Southern countries where our partners implement fundraising activities and we take a support role. With the diversity in donor profiles and the thematic program portfolios we aim to use the best of this opportunity to make matching combinations of donors and projects. We will do all fundraising work in dialogue with the thematic programs and look for opportunities to optimise blending and leverage of different funding flows.

Within the sponsorship programme as biggest funding flow, we will diversify sponsorship products to make better matches with target groups. We aim to realise a 7% growth of the sponsorship programme towards 2025. We will also invest in 20 new second-hand shops and online sale of the second-hand assortment.
While in our program focus, we commit to longer-term partnerships to work towards systemic changes, we aim to parallelly build ‘communities’ of committed donors who feel connected. Individuals, schools, churches and foundations or companies who are well-informed, connected with the projects and can play an ambassador role.
To be successful in institutional fundraising we will intently invest in building relation-based donor knowledge. As the global competition for funding is growing, we want to select strategically on funding opportunities, and present strong partnerships and interventions. We aim to increasingly co-create programmes and system change initiatives together with donors. While institutional fundraising is an important strategy, we strive for a ceiling of 30% on government-sourced funding to spread risks, safeguard our identity and have freedom to make our own decisions.