Designing for the Long Game: Lessons from Africa’s We Run, We Rise

Nonprofit leaders often try to solve problems that sit squarely in the gaps between systems, funding, and age groups that don’t fit neatly into existing programs.

For Ari DeJonge, Executive Director of We Run We Rise, that gap was childhood growth and development.

“We focus specifically on 8- to 14-year-olds,” she explains. “There seems to be a lot of programming for early childhood, and vocational programming for young adults. But we really saw a gap in the ‘forgotten middle childhood’ as we call it.”

That observation became the foundation for a program now serving sixteen countries, overseeing over 1,000 clubs, and 50,000+ children in Africa. And for nonprofit leaders building their own programming, We Run We Rise is a case study in how intentional program design can support long-term sustainability, credibility, and mission impact.

A Simple Idea

We Run We Rise addressed a tension that’s familiar to most nonprofit leaders. How do we design a program that’s accessible, meaningful, and sustainable?

At its core, their program is pretty straightforward. They facilitate running clubs for children. But that’s just the entry point.

“It’s a really simple intervention,” Ari says. “We use running as a mechanism to teach life skills, confidence, and trauma healing.”

The simplicity is intentional. Running requires little equipment or infrastructure and can be adapted across cultures and language barriers.

What gives the program its depth, however, is what happens alongside it: mentorship, safe adult relationships, and structured lessons on self-worth, physical health, and emotional development children may not be receiving elsewhere. 

Community Ownership as a Strategy, Not a Slogan

Most nonprofits understand the value of community-led programming. However, building it directly into an operating model is easier said than done.

From the beginning, Ari emphasized local ownership. “We give a vessel, and the vessel is used by the community in the way they see fit.”

Her organization provides training, curriculum, and financial support to partners for five years. But implementation is led by locals, including churches, schools, and other community organizations.

“We provide a curriculum and some training,” Ari explains. “But actually, local leaders take that programming and make it their own.”

Without that flexibility, We Run We Rise would never have been able to touch so many communities. But since partners could adapt the curriculum to local contexts, language, and cultural norms, the program flourished.

For nonprofit leaders, Ari’s approach offers a key takeaway: programs are more effective when communities are stewards as well as participants.

And although We Run We Rise is primarily supported by individual donors, Ari is increasingly engaging with institutional funders. What resonates most, she believes, isn’t flashy growth metrics—but intentional design.

Evidence Matters, Even When Stories Lead

Early on, their impact was visible through stories. Ari recalls watching young girls, many initially shy, transform after joining a club.

“These girls… they would just get up in front of their peers and talk about how their body was changing,” she says. “It was amazing to see their confidence go from really timid to really confident.” 

On-the-ground moments and observations matter. But to build long-term credibility, especially with potential funders, Ari knew they’d need a stronger theoretical foundation. And that search led her to research from the Harvard Center on the Developing Child.

“The Institute has three very simple principles they think need to be present for a young person to develop,” she begins. “Their basic needs are met, they have a stable adult in their life, and [they have] the ability to make decisions with agency.”

Ari realized, without even knowing it, their clubs were providing those exact three things. And when it comes time to apply for grants, she’ll amplify her chance of success by couching on-the-ground stories into a well-respected framework. 

Scaling Without Losing Soul

Growth is a common aspiration—and fear. Scaling too quickly can dilute effectiveness and impact, while scaling too slowly can limit reach.

We Run We Rise faced this dilemma as their program grew popular. Initially, each partner organization was responsible for training and monitoring their own clubs. But over time, she realized this approach placed too much burden on local partners.

The solution? Regional program experts. Individuals deeply trained in the model, funded by We Run We Rise, responsible for training and supporting multiple partners at once.

“That allowed us to scale without losing the integrity of the program.” 

A Word of Encouragement

Fundraising can be scary. Grantors and donors can feel like judges giving blessings from on high, but that’s not quite the truth. 

“I would say donors need you just as much as you need them,” Ari reflects. “If what you’re providing is having an impact, they need you as much as you need them.”