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.

Policy Plan

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.

1. Objective of the foundation

1.1 Mission, vision and purpose


To organize evangelization trips that make an impact on young people and nightlife as well as being formative for participants.

  1. Alle jongeren op (feest)vakantie in Europa in contact brengen met Jezus Christus en hen tot Zijn discipelen te maken.
  2. Een positieve impact maken op het uitgaansleven door (1) de liefde en kracht van God te laten zien en (2) het vestigen van een cultuur van veiligheid, vertrouwen, verbinding en vrijheid, ontstaan vanuit de individuele- en onderlinge verbondenheid met God en elkaar.

Doelen Nederland en Vlaanderen
Ons doel is om vanuit 6 regio’s (in Nederland en Vlaanderen samen) het aantal evangelisatiereizen te laten groeien. Van ca. 1 reis per regio in 2022, naar 7 reizen per regio in 2028. Het aantal bestemmingen neemt wel wat toe, maar de focus van het werk zal zijn op de 6 meest populaire bestemmingen. Ook in de kwaliteit willen we een slag maken door de missie meer integraal te benaderen en deelnemers hiervoor toe te rusten.

Doelen buitenland
Ons doel is ook buiten Nederland + Vlaanderen enkele regio’s te gaan vormen.

1.2 Quantitative goals

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.

1.3 Qualitative goals

Retrospective period 2015 to 2021

  1. First step was to encourage participants to invite young people to the apartment where they were staying for a barbecue. (Invitational mission)
  2. Second step was to encourage participants to write down prayer points and exchange contact information after a conversation. Tool here was the “prayer request card. Answers to relevant questions are completed. (Incarnational mission)
  3. Third step is forming plan for follow-up. The goal is to find a buddy (the one learning to follow Jesus) for a seeker (the one who has had conversation on the street). The trip participant (evangelist) maintains contact with the seeker until the buddy has taken over the contact. Beach Mission supports the participant by finding a buddy for the seeker through partner churches in each province and by monitoring the progress of the transfer to the buddy.
  4. Fourth step is to have a follow-up coordinator monitor progress during the trips. Tool here was the table that keeps track of who has been spoken to by whom on what day, what we can pray for, whether that person has also been in the prayer letter, has been invited to what barbecue and whether that person is also open to a buddy.
  5. Last step was that we added a missionary summary to the financial statements to give some insight into the result of the work.

Outlook period 2022 to 2028

In the coming years, we want to commit to a more integrated approach to mission.

  1. We want to equip and move participants to do this:
    • to pray: 1prayer, 2worship, 3fasting, 4spiritualwarfare
    • to connect: 5how toget into conversation, 6doand don’ts, 7hospitality, 8Kingdom culture
    • to teach: 9explain thegospel, 10help peoplemake a choice
    • to prophesy: 11pronounce propheticwords or prayers, 12treasurehunting
    • manifest the power of God: gifts of the spirit such as 13healingand 14deliverance
    • to provide: 15EHBO, 16BHV 17aftercareand 18discipleship
  1. For this a review of and areas for improvement on previous steps taken from 2015-2021.
  2. A coordinator or director who has focus on the qualitative goals

2. Finance

2.1 Advance costs and earmarked reserve

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.

Year Number
upon arrival
Total rent
2022 9 € 9.000 € 10.800 € 19.800
2023 13 € 13.000 € 15.600 € 28.600
2024 17 € 17.000 € 20.400 € 37.400
2025 22 € 22.000 € 26.400 € 48.400
2026 28 € 28.000 € 33.600 € 61.600
2027 35 € 35.000 € 42.000 € 77.000
2028 42 € 42.000 € 50.400 € 92.400

Table 1Budgetthrough 2028 of down payment, payment on arrival and total rent of accommodations.

  • Due to limited availability and rising prices, accommodations are preferably booked as early as the fall. Bookings from participants come mostly in winter and spring.
  • We may lose this advance fee in case the accommodation has to be canceled in case of insufficient (<60%) occupancy.
  • If reserves are insufficient, accommodations are booked as soon as an accommodation has an occupancy of at least 60%.
  • Alternatively, the earmarked reserve for each trip could be covered by a loan plus guarantee from one or more churches.

2.2 Cost per participant

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.

2.3 Method of raising money

2.3.1 By participants’ own contribution

Whenever possible, participants pay their own expenses for their participation in an evangelization trip. This may involve using the crowdfunding platform 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.

2.3.2 Through donations from third parties

(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.

2.4 Management and use of the assets of 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

Appendix 1 Regions and destinations.

Region Main destination Local destination Additional destination
Middle Sunny Beach (Bg) Tel Aviv (Is)
Northwest Texel (NL) Kos (Gr)
South Holland Lloret de Mar (Es)
Chersonissos (Gr)
Laganas (Gr)
Southeast El Arenal (Mallorca) Alanya (Tr)
Northeast Ibiza (Es) Terschelling (NL) Marmaris (Tr)
Southwest Albufeira (Pt) Bruges (B) Salou (Es)

Top destinations
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.

Main destination
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.

Secondary destination
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.

Local destination
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.

Additional destination
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.

Appendix 2 Regions and subsidiary regions.

1 VR Alkmaar PR Groningen VR Leiden PR Utrecht PR Zeeland PR N-Brabant
2 VR Haarlem PR Friesland VR Rotterdam VR Arnhem PR O-Flanders PR NL-Limburg
3 Zaanstad/Amsterdam/Hilversum PR Drenthe VR The Hague VR Apeldoorn PR W-Flanders PR Antwerp
4 PR Flevoland VR Zwolle VR Dordrecht VR Nijmegen PR B-Limburg
5 VR Enschede PR Vl-Brabant
6 PR Brussels

VR = Safety region PR = Province

Appendix 3 Region and region leadership development

2022 Phase 5-1 Phase 3 Phase 4 Phase 1
2023 Phase 1 Phase 1 Phase 4 Phase 5-1 Phase 2 Phase 1
2024 Phase 2 Phase 2 Phase 5-1 Phase 5-2 Phase 3 Phase 2
2025 Phase 3 Phase 3 Phase 5-2 Phase 5-3 Phase 4 Phase 3
2026 Phase 4 Phase 4 Phase 5-3 Phase 5-4 Phase 5-1 Phase 4
2027 Phase 5-1 Phase 5-1 Phase 5-4 Phase 5-5-1 Phase 5-2 Phase 5-1
2028 Phase 5-2 Phase 5-2 Phase 5-5-1 Phase 5-5-2 Phase 5-3 Phase 5-2

Phase 1: Observation. No region leader is yet in sight.
Phase 2: With support. The intended region leader supports the current region leader
Phase 3: Co-leadership. The new region leader leads the region along with current region leader. The current region leader is still ultimately responsible.
Phase 4: Training. The new region leader decides in consultation with the current region leader. The current region leader is still ultimately responsible.

Phase 5-1: Coaching. The new region leader is responsible himself, but still has regular meetings with his coach.
Phase 5-2: Coaching with support. The new region leader has found someone to support him/her
Phase 5-3: Coaching with co-leadership. The newest region leader leads the region along with new region leader. The new region leader is still ultimately responsible.
Phase 5-4: Coaching with training. The newest region leader makes the decisions in consultation with the current region leader. The new region leader is still ultimately responsible. If the region is split up, this is the formal moment. Relationships are subdivided.
Phase 5-5: Coaching with coaching. The newest region leader is responsible himself, but still has regular meetings with his coach (the new region leader).