Mid-Term Review of the AGIR Programme - Sida

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2 F I N D I N G S This observation was primarily centered on the belief that for AGIR to have a legacy in terms of good practices, it is important to clarify its contribution as a programme to a certain set of results, instead of linking these results to specific intermediaries. 21 The question has been raised if this is in fact critical – does there need to be a distinction between the programme, intermediaries and CSOs in the determination of results and who gets credit? This is an important question and in terms of the end result, the answer is perhaps not – civil society benefits from the result that has taken place. The point made by the external voice and with which this review agrees, is that for the programme to be sustainable as a programme, it must be recognised for the results it has accomplished (as a programme). The 2011 AGIR semi-annual report states: “one of the greatest challenges of the AGIR programme is the consolidation of the diverse programme partners view of AGIR as a single programme in which each of them makes his contribution” (Relatório Semi-Anual 2011, page 26). In a follow-up to this statement, the mid-term review team agrees with the conclusions of the 2012 semi-annual report that, while general reporting has improved, the programme needs to start analysing how the various outcomes of the thematic areas can be clustered and reported as a set of consistent programme results that clarify and strengthen the ability of AGIR to document and report on outcomes as a cohesive programme. A ‘spheres of influence model’ helps us to understand how AGIR has established these ‘pathways of change’ through which funding and support flow out to partners, where change takes place at the organisational level of the CSO, and then through them, to the benefit of beneficiaries. This model can also help in demonstrating that the need for the programme to plan for, implement, monitor and report as a programme is critical to maintaining these pathways as a cohesive approach and decreasing the threat of programme fragmentation and less effective implementation and reporting on results. Indeed, the programme has come a long way from its beginning, and has crossed many hurdles to improve coordination among intermediaries with different organisational cultures. Central to this coordination, is the Intermediaries Coordination Committee (ICC) and a technical team to support the coordination efforts undertaken to overcome the threat of fragmentation. The ICC is now consolidated as a steering body through which the intermediaries discuss programme cross-cutting issues, approaches to supporting CSO partners, the sharing of experiences and lessons learnt, and coordinating joint monitoring, reporting and outreach to the wider society. The number of 21 However recently, including in the last Consultative Forum, the AGIR programme’s visibility has improved, signaling a positive change in the right direction and of what it can achieve in terms of the dialogue between civil society and government. 37
2 F I N D I N G S meetings of this steering body and its technical arm has increased considerably and with good results, thus showing an improvement in coordination. The main achievements of this coordination process have been: i) the development of a joint results-monitoring matrix and baseline for use in the common programme areas; ii) the improvement and harmonisation of reporting through the jointly-written semi-annual reports; iii) the production of the AGIR platform (the programme newsletter); and iv) the organisation of the Consultative Forum where intermediaries, partners, government and other stakeholders meet to discuss AGIR programme areas, discuss its progress and share experiences. Some of these coordination efforts have been directly responsible for improving the visibility of the programme, which is one of its main perceived weaknesses. In this regard, one external voice mentioned that in the last Consultative Forum (held in October 2012), the programme finally came to the public and became better known. 2.3.3 Coverage (National, Regional, Provincial, Local) Geographically, AGIR covers all provinces and districts through direct partners and AGIR CSO partner’s branches. While the vast majority of direct AGIR partners are central level organisations, local direct strategic AGIR partners have been recruited (especially in 2012) in the central and northern parts of the country to reinforce horizontal linkages at the local level and to expand programme impact and long-term sustainability. A number of the central level partners are represented at the province level, including NGO partners working through their provincial or regional branches such as GMD (Mozambican Debt Group), LDH (Human Rights League), ORAM (Non-Governmental Organisation on Communities and Land). Furthermore, various national network partners have local key partner organisations or networks, mostly at the provincial level, such as the Provincial Children’s Networks, women’s networks such as NAFET included in (FM-Women’s Forum), provincial NGO forums (NGO forum - Joint), and the youth parliament (PJ). The community radio forum FOR- COM’s members are represented directly at the province level and at many other districts, while broad membership-based AGIR partners such as the farmers union UNAC (National Farmers Union) are represented by farmers unions throughout the country at district and province levels. 38
Page 1: 2013:3 Kevin Kelpin Vibe Johnsen Jo
Page 4 and 5: Authors: Kevin Kelpin, Vibe Johnsen
Page 6 and 7: Abbreviations and Acronyms AAAJC Pa
Page 8 and 9: Preface This evaluation of AGIR (Ac
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A N N E X 3 - I N C E P T I O N R E
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2 findings Annex 4 - Documents Revi
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A N N E X 4 - D O C U M E N T S R E
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A N N E X 5 - P E O P L E I N T E R
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Mid-Term Review of the AGIR Program
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Mid-Term Review of the AGIR Programme - Sida

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