In this document you will find a brief overview of the work Beach Mission Foundation does, how it raises funds, the management of Beach Mission’s assets and the use of its assets.
2411 NZ Bodegraven
Mon-Fri 09:00 – 17:00
To organize evangelization trips that make an impact on young people and nightlife as well as being formative for participants.Visie.
Retrospective period 2015 to 2021
Looking back on the first 7 years, the work has grown from 1 to 7 evangelization trips and the number of destinations has increased from 1 to 7 popular resorts. In the last two years, the Netherlands and Flanders together have been divided into 6 regions and the trips have gradually been organized more by region and region leaders have been appointed. In recent years, there were also more participants from outside the Netherlands and Flanders, especially from travel destination countries.
Goals period 2022 through 2028
We believe that over the next 7 years the scope of work will begin to grow in each of the regions formed in the Netherlands and Flanders in the same way as it has over the past 7 years. After seven years, the number of trips would then grow from 9 (6 regions approx 1 trip) in 2022 to 42 (6 regions 7 trips) in 2028. The number of regions could grow from 6 regions now to 26 as current regions split up (see Appendix 2).
In the future, in order to allow regions outside the Netherlands to emerge and to properly support the existing regions, it is planned that board/administration members will train region leaders and transfer their responsibilities as region leaders to them.
We want to limit the number of destinations to the top destinations (Albufeira, Chersonissos, Ibiza, Lloret de Mar, Mallorca, Sunny Beach), supplemented by some regional destinations (Texel, Bruges). This could make it possible that by the end of the 7 years there will be a trip to each of these top destinations in each week of summer vacation.
In Appendix 1, we elaborate on the main destination for each region and the regional and additional destination of a region.
How the current regions could be split is detailed in Appendix 2.
In Appendix 3, we elaborate on how the responsibility of region leader evolves over time.
Retrospective period 2015 to 2021
Outlook period 2022 to 2028
In the coming years, we want to commit to a more integrated approach to mission.
Beach Mission strives to maintain a reserve to cover preliminary costs and absorb disappointing results.
Beach Mission’s main advance costs relate to down payments on the accommodations where participants stay during the evangelization trips during the summer season.
Table 1Budgetthrough 2028 of down payment, payment on arrival and total rent of accommodations.
The cost per participant is budgeted in advance and is based on 90% utilization. The cost includes the cost of lodging, food and evangelistic materials and travel insurance. Not included are flight, bus shuttle and/or transfer from/to airport.
Whenever possible, participants pay their own expenses for their participation in an evangelization trip. This may involve using the crowdfunding platform supp.to. In individual cases, the management may decide to work with the participant to look for sponsors to raise the amount that cannot be raised by the participant.
(Partner) churches, denominations, individuals and businesses will be approached for general costs, for the growth of preliminary costs and for individual cases that cannot afford the cost of participation. They occasionally or periodically deposit an amount/gift. In this, there is emphatically no minimum amount. This can be through a sponsorship letter or any other sponsorship initiated by the participants or by Beach Mission.
The quality of the work is leading for the Beach Mission organization. Within this qualitative objective, it strives to keep the costs to its own organization as low as possible.
The annual cost was initially budgeted at €10,000. These include accounting fees, website, telephone, Internet and administrative expenses.
An annual amount of €10,000 is maintained for promotional costs. Because of the growth ambition, the board may decide to spend more money incidentally on promotional expenses in the first few years.
The goal is for all personnel costs to be incurred based on specific periodic gifts received. Half of the required donations come from the employee’s personal network. The goal is not to pass salary costs on to participants. By 2022, the number of FTE in the office will be 1, of which 80% will be volunteers. The estimated number of FTE in 2028 is 4, 20% of which are volunteers. Personnel costs will increase from €7,500 to €150,000 per year. The number of FTE may vary in the case of choosing to outsource rather than perform activities yourself.
Board members and the Supervisory Board only receive reimbursement for expenses incurred. Thus, Beach Mission board members are not salaried, but volunteer with Beach Mission and are not paid for their services.
Any interest received also goes to Beach Mission. Beach Mission Foundation has held ANBI status since its inception and ensures that the requirements set forth are met.
Version dated 3-2-2023
|Sunny Beach (Bg)
|Tel Aviv (Is)
|Lloret de Mar (Es)
|El Arenal (Mallorca)
We define the destinations Ibiza, El Arenal, Lloret de Mar, Sunny Beach, Chersonissos and Albufeira as top destinations for the coming years. The vision is that we will send out more and more trips in succession to these destinations.
Each region gets one main destination from the row of top destinations. This means that the region leader maintains warm contact with local contacts and churches AND that this destination will be on their schedule for one trip per year anyway.
A region can supplement its annual schedule with one or more ancillary destinations from the row of top destinations. The regional coordinator whose main destination is this destination informs local contacts and churches of the team’s arrival.
A region may also choose to go to a local destination annually. In this case, the region leader also maintains warm contact with local churches. Local destinations tend to be less massive and popular with young people, but are a great stepping stone for new entrants.
When the need for more destinations eventually arises, it may be decided to go to these destinations as well. This implies that the region leader maintains warm contact with the local contacts and churches of this destination and that this destination also appears on their planning annually.
|VR The Hague
VR = Safety region PR = Province