Mid-Term Review of the AGIR Programme - Sida

E X E C U T I V E S U M M A R Y
gramme is important to the overall programme theory of change and to the
sustainability of the programme. AGIR should consider taking a position on
this process and put in place mechanisms, such as small grants, that help
CSOs that leave the programme to continue to function.
The AGIR programme should continue to support change in the approach for
the selection of new organisations, which is now privileging locally-based
partners, is a signal that the programme is sensitive to these weaknesses and is
taking adequate corrective measures.
Linkages
In order to attain the expected outcomes in the area of linkages, AGIR needs to:
- Promote further discussion among intermediaries on the added value of
the linkages and a definition of a theory of change linked to the networks
and networking to inform support in this area;
- Pay particular attention to questions arising from the sustainability of
networks, among them the management of networks and how to monitor
their impact;
- Strengthen/include skills-oriented capacity building in communication
advocacy and campaigning using innovative methods;
- Document, share and disseminate successful advocacy experiences among
partners and networks.
- Particular attention should be paid to strengthening capacities at the local
level and young/less-experienced organisations.
Other Issues
There is a need to quicken the process involved with the transfer of resources
to partners at the local level. Defining a minimum level of funding to this level
would ensure that the programme is implemented with less regional imbalances
(as is the case now). Alternatively, while sticking to the principle of
good-donorship and limited non-interference, intermediaries should commence
a formal dialogue with their CSO partners to assess the extent to which
the implementation of strategic plans takes the balance in resources allocation
along the central-local axis into account. This can easily be justified as a principle
of good governance and integrated in the context of strengthening partners’
capacities in internal governance. Intermediaries should also pay particular
attention to the challenges that might appear in the process of the allocation
of funds to partners’ local level organisations, namely in management and
reporting.
Additional donors added to the AGIR programme could potentially result in
more transaction costs, unless principles of good donorship are applied. The
progress made in this area in the programme through the focus on core funding,
the facilitation and lobbying efforts of the intermediaries to convince donors
to join common funding mechanisms, and through supported reporting
mechanisms to reduce the burden for CSOs, has laid the foundation for more
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