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    • Concentrate the Foundation’s activity into three large areas (social, research, and culture and education) to avoid the dispersion of efforts, and thus optimize results.

    • Maintain focus on the social programs, which account for more than half the budget. Broaden the scope of key social activities – the fight against child poverty and the promotion of employment – through projects that support training and the development of children and young people at risk of social exclusion.

    • Multiply investment in research with a strategy centred on health. Focus activity on the training of young scientists, support to research centres and programs that are both leaders in their field and innovative, and the transfer of research results to society.

    • Maintain excellence in educational and cultural activities, strengthening international alliances and highlighting our own facilities, in particular the CaixaForum network and CosmoCaixa.

    • Transform the functionality of programs, converting the conception of interventions from permanent to evolutionary, with phases of drive and consolidation, but also of transfer and amortization once goals have been reached. Strengthening programs’ innovative dimension also forms part of this line.

    • Position the organization as a centre for dialogue, discussion and reflection which helps raise people’s awareness, emphasising new, existing or potential social challenges.

    • Enhance the effectiveness and quality of actions through rigorous and independent objective evaluation of program impact, and by developing the talent of the Foundation’s human team.


    • Subsidiarity: reinforce our own programs as one of the Foundation’s differentiating element; in other words, refrain from intervening in actions in which other agents are already working.

    • Sense of anticipation: programs must respond to society’s future needs through new approaches, and must be designed to be capable of identifying and solving social issues from the very first phases of implementation.

    • Concentration of efforts: reduce the number of programs in order to seek economies of scale and improve efficiency. The aim is to provide increased resources to programs that have higher transformative impact.

    • Flexibility: design programs to be adaptable to the changing needs of their setting, with phases of growth and development, but also of scaling down and transfer to other organizations, or final amortization if the program has met its objectives.

    • Scope: implement actions that benefit a wider core-segment of the population, seeking maximum impact for the programs.