Proposed 2027–2030 strategic framework

1. Status and planning horizon

This is a proposed 2027–2030 framework for discussion and governing-body approval. It is a direction for planning, not an approved budget, funded commitment or guarantee of programme availability. Numeric targets should follow baseline work, costed plans and resource confirmation.

2. Theory of change

If communities help define priorities, women and young people gain relevant skills and supportive networks, children and families can connect to appropriate protection, and local enterprise can access useful relationships and markets, then people are better positioned to exercise agency and pursue sustainable opportunities. This depends on capable partners, safety, reliable resources and continuity.

3. Strategic priority 1: women’s agency

Develop the relationship between the Women’s Lounge Conference, leadership learning, mentoring and enterprise readiness. Proposed evidence includes participant feedback, completed learning activities and verified next steps. A conference attendance figure alone should not be presented as evidence of economic change.

4. Strategic priority 2: livelihoods and food security

Explore a focused pilot connecting women or community growers with suitable technical partners, enterprise skills and potential buyers. Confirm land or production arrangements, water, food safety, market feasibility and costs before launch. Assess food-support collaborations through capable organisations rather than promising an unresourced distribution service.

5. Strategic priority 3: youth and girls

Connect career exposure, digital capability, confidence and mentoring to practical next steps. Select suitable partners and age-appropriate arrangements. Track participation and transitions separately; do not equate a training place with a job placement.

6. Strategic priority 4: safe and connected communities

Strengthen child-centred awareness, appropriate referrals, caregiver engagement and cultural participation. Establish safeguarding roles and review arrangements before activities. Use community dialogue to understand barriers and improve programme design.

7. First 90 days after approval

Confirm governance and policy owners; assemble the verified organisational evidence pack; map current activities, partners and resources; choose a focused pilot; agree the budget, evidence plan and reporting calendar; establish a donor and partner pipeline with named relationship owners.

8. First year after approval

Deliver only resourced commitments, review participant experience and financial information regularly, strengthen the conference-to-programme pathway and publish verified learning. Review pilot feasibility and outcomes before expanding. Cost future phases and confirm who is responsible for each commitment.

9. Years two and three

Extend only approaches supported by evidence, community demand, suitable partners and sustainable funding. Strengthen organisational systems alongside programme delivery. Review strategy annually and adjust the scale when resources or circumstances change.

10. The proposed governing-body dashboard

Review programme delivery against plan, unique participation and repeat attendance, participant feedback, safeguarding concerns, income and expenditure, restricted-fund balances, bank reconciliations, donor acknowledgements, partner milestones and overdue actions. Record definitions, reporting dates and data owners so the dashboard supports decisions rather than decoration.

11. Separate employment and market commitments

For an employment pathway, confirm the actual employer, role, pay, worksite, supervision and duration through a suitable written commitment. For an enterprise pathway, confirm the buyer, product, quality, volume, pricing and delivery terms. A produce off-take agreement is not evidence of a job placement, and neither should be described as secured before verification.