In conclusion, the Azerbaijani National Platform (AZNP), comprising 71 NGOs, faces a set of critical challenges in its functioning that demand a strategic overhaul. To address these issues effectively, a comprehensive theory of change has been developed, focusing on three key outcomes:

Secondly, improving the regulatory environment for NGOs involves advocacy for legal reforms, monitoring registration procedFirstly, to enhance AZNP's effectiveness, we propose activities like the development of an operational website, diversified communication strategies, the implementation of ethical behavior rules, and the organization of regular working group meetings. These actions aim to transform AZNP from a platform issuing mere statements into an influential and agile force for change.ures, and engaging with government bodies. This will create a more conducive atmosphere for NGOs to operate and implement projects.

Lastly, strengthening NGO-government cooperation requires identifying interested government agencies, developing collaboration frameworks, and promoting a culture of cooperation. This will foster productive partnerships, benefiting both independent NGOs and government institutions.

By implementing these activities under the overarching goal of strengthening working groups and the Board of Directors, AZNP will significantly enhance its capacity to address existing challenges and contribute effectively to positive change in Azerbaijan. This strategic plan sets a clear path for AZNP's future, promoting inclusivity, transparency, and innovation in its pursuit of a better civil society landscape.