Mid-Term Review of the AGIR Programme - Sida

2 F I N D I N G S
jor reason for this has been their ability to be less concerned about, and dependent on,
consulting or project-based implementation work to cover operational costs. Additionally,
the role of the intermediaries and their lobbying for more coordination
among donors with regard to funding is also seen as a positive contribution by the
partners. As an example, the results achieved with Forum Mulher and N’Weti in the
adoption of common funds is a well-received result of good donorship promotion.
In the 2012 mid-term report, it is noted that intermediaries are increasingly involved
in common funding negotiations. IBIS has agreed to a common funding arrangement
with MASC and a MoU has been agreed to with IESE (Institute for Economic and
Social Studies). Oxfam and MASC are negotiating concerning a common partner,
Estamos, while Dikonia is mobilising support for the Electoral Observatory. The increased
need for harmonisation of reporting and financial procedures, given the nature
of good-donorship practices, and core-funding mechanisms are considered appropriate
by the partners, apart from some complaints about late financial disbursements
due to delayed reporting. In others instances AGIR has been a key force in
supporting CSOs to lobby for others to join common pool funding mechanisms.
However, the dramatic reduction of funding and change in some donors’ strategic
priorities, as regards support to civil society, is generally reducing the availability of
sources of funding.
There are also, however, problems with the outward flow of resources to the provinces
from the central or national organisations levels. At the local level funding is often
scarce, with organisations having a relatively minor share of the funding considering
the number of activities within the CSO strategic plans that fall under their responsibilities.
Considerable weaknesses remain at the local level where less funds, less capacity
and less visibility of the programme persist.
At the level of the intermediaries, the principle of good-donorship has stimulated
them to set up structures for joint work – for example, the Intermediaries Coordination
Committee and its associated technical unit(s) – bringing a degree of harmonisation
of procedures, the organisation of joint training activities, as well as the sharing
of training material. However promoting good donorship has also had its challenges
for the intermediaries. For example, in the 2010 report, Oxfam Novib mentions the
challenges of embarking on a dialogue with partners without imposing activities -
even those in great need of capacity development. In this regard, the programme has
had to learn how to provide capacity development of CSOs without imposing models.
Capacity development in administration, finance, management and planning, fundraising
has been an important element in strengthening organisations’ capacities to be
able to mobilise and manage funds. There has been a general need for capacity
strengthening to reduce fiduciary risks. Currently, there are 43 active AGIR partners.
Since the start of the programme, three core-funded partner contracts have been cancelled/suspended
by Diakonia - (MEPT – Education for All Movement)), Oxfam
(MONASO – Mozambican Network on HIV/AIDS) and IBIS (MISA-Media Institute
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