- Strategic Plan
Strategic Plan
Azad’s 2016–20 strategic plan focused on advancing non-traditional livelihoods for women, leadership building, policy change, and institutional growth.
In 2015, Azad Foundation in collaboration with a range of stakeholders developed a 5-year strategic plan to set the path for its work in non-traditional livelihood development for resource-poor women. Azad Foundation’s mission is to equip resource-poor women so that they excel as professionals and/or entrepreneurs, and earn a “livelihood with dignity” in jobs and markets that had traditionally been closed to them.
Agenda for next 5 years
In order to translate our theory of change into reality, and based on the learning harvested, an understanding of the context and a careful consideration of possible risks, Azad has identified four key Strategic Focus Areas and goals to be achieved under each of these. In the next 5 years, through a range of strategies Azad aims to generate the following outcomes:
Programmatically
- A cadre of 3600 young women community change leaders who take control over their own lives and encourage and support women to adopt non-traditional remunerative livelihoods with dignity
- 350,000 resource-poor women aware of alternative livelihood options and opportunities in professional driving, their rights and where to seek support if facing gender violence
- 8000 young girls aware of their right to control their bodies and consider various livelihood options
- A cadre of 900 young men promoting and facilitating an enabling environment in their homes and communities
- 3955 women employable and at least 2620 earning remunerative employment as chauffeurs and exercising control over their earnings and lives
- At least 4 civil society partner organisations having the capacity to implement WoW
- Availability of robust knowledge on NTL trades, especially women transport workers, and pathways of empowerment
- Improved policy environment for women’s employment in public transport and strengthened gender-sensitive culture in the driving profession
- Increased investment of resources by multiple stakeholders for women’s participation in NTL
- Improved attitudes of urban public to female NTL practitioners enabling greater participation, visibility and voice of the resource-poor women in NTL professions
Institutionally
- Increased commitment and competency by Azad’s team to deliver across all strategic focus areas identified in this Strategic Plan 2016–2020
- Effective governance ensuring internal and external accountability
- Effective, efficient and innovative systems of fundraising and management in Azad
