• Healthy finances: Count on the economic resources necessary to maintain the existence and operation of our intervention for one year, and with sufficient sources of financing to allow the medium-term planning of our programs. 

• Administration, transparency and accountability: Having processes and capabilities suitable for an efficient and transparent administration of resources, and for timely compliance with legal and fiscal obligations.

• Organizational culture: Ensure that all the people who collaborate in the operational team and in the board of directors share values, pillars and objectives that guide our actions and decisions.

• Strategic alliances: Identify, establish and maintain alliances with organizations, institutions and networks that allow us to enhance the impact at the local, regional and national level. 

• Human resources: Have adequate processes for attract, retain and train constantly to a suitable team that can give continuity to the work we do, at different levels of the organization (operating team, management, and council).  

• An intervention model that lives and goes through the organization internally. 

• It has been built participatively, based on the interests, needs, strengths and proposals of the community. 

• Part of learning from other good practices, which have been adapted and tested in the context in which we work. 

• It incorporates the approaches of the organization, has theoretical and empirical foundation, enables results to be measured and reported, and it is documented so that it can be replicated. 

That we can demonstrate that our intervention contributes to increasing capacities (knowledge, beliefs, attitudes, skills, resources, networks and opportunities) so that girls, boys and young people can choose and live a life they value.