Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
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2 F I N D I N G S<br />
gender policy, - we really hope we will pass to core funding…’. Some prominent examples<br />
<strong>of</strong> this support are:<br />
i) The Electoral Observatory relies on <strong>AGIR</strong> funding to become a permanent<br />
body – it is active under and between elections – and to streng<strong>the</strong>n linkages<br />
with similar organisations in Africa.<br />
ii) N’wety uses <strong>the</strong> <strong>AGIR</strong> funding in a very focused and strategic way for institutional<br />
development in all dimensions in order to improve <strong>the</strong>ir legibility for<br />
future funding by a range <strong>of</strong> donors, i.e. risk reduction and sustainability.<br />
iii) Centro Terra Viva uses funding not only to consolidate <strong>the</strong>ir organisation at <strong>the</strong><br />
central level, but also in relation to <strong>the</strong>ir strategy to establish regional (south,<br />
center, north) delegations, <strong>of</strong> which <strong>the</strong> delegation in <strong>the</strong> center is active.<br />
While overall satisfaction is high, <strong>the</strong>re are numerous points where concerns have<br />
been raised regarding <strong>the</strong>ir interaction with <strong>the</strong> <strong>AGIR</strong> programme. These are:<br />
Recognition <strong>of</strong> <strong>AGIR</strong>: In <strong>the</strong> visited provinces, many <strong>of</strong> <strong>the</strong> CSO sub-partners know<br />
nothing about <strong>the</strong> <strong>AGIR</strong> programme and feel <strong>the</strong>ir connection (and funding) comes<br />
from <strong>the</strong>ir connection to <strong>the</strong> CSO or to <strong>the</strong> intermediary with which <strong>the</strong>y have a direct<br />
relationship. This is not a problem except when discussing <strong>the</strong> intended result <strong>of</strong> having<br />
<strong>AGIR</strong> establish itself and be seen as a cohesive programme. Having all partners -<br />
whe<strong>the</strong>r central, national level or provincial sub-partners - understand what <strong>AGIR</strong> is,<br />
and <strong>the</strong>ir connection to it, will help with <strong>the</strong> programme’s recognition by o<strong>the</strong>rs and<br />
<strong>the</strong> sustainability that will come with this in <strong>the</strong> future.<br />
Funding Ratio for Staff Salaries: Some partners have expressed concerns in relation<br />
to <strong>the</strong> established ratios for <strong>the</strong> distribution <strong>of</strong> <strong>AGIR</strong> funding to partners between staff<br />
(30%) and o<strong>the</strong>r activities (70%). Arguing that <strong>the</strong> staff ratio is too limited, CSOs<br />
claim that this negatively affects <strong>the</strong>ir absorption capacity and <strong>the</strong> implementation <strong>of</strong><br />
<strong>the</strong>ir strategic plan. This problem may be more pronounced for those partners with<br />
various donors than for those with only <strong>AGIR</strong> funding because, if core costs are paid<br />
by <strong>AGIR</strong>, <strong>the</strong> suggestion will be made that <strong>the</strong>re is no need for ano<strong>the</strong>r donor to also<br />
provide this financial support.<br />
The need for a readjustment in <strong>the</strong> established ratios for financial support has merit,<br />
as it was continually seen by <strong>the</strong> review team that many <strong>of</strong> <strong>the</strong> organisations lack sufficient<br />
staff to adequately undertake activities within <strong>the</strong>ir strategic plans. Ra<strong>the</strong>r than<br />
reducing activities that can lead to or build a stronger civil society, providing additional<br />
financial room for increased staff involvement could be beneficial to both <strong>the</strong><br />
depth and quality <strong>of</strong> existing activities, while also allowing for <strong>the</strong> exploration <strong>of</strong> new<br />
areas relevant to <strong>the</strong> CSOs’ strategic plan and <strong>the</strong> work <strong>of</strong> <strong>AGIR</strong>.<br />
Capacity Streng<strong>the</strong>ning through Training and Education Activities: A central<br />
mechanism for capacity streng<strong>the</strong>ning <strong>of</strong> CSOs within <strong>AGIR</strong> has been through <strong>the</strong><br />
provision <strong>of</strong> training on a wide range <strong>of</strong> issues, techniques and processes. This training<br />
is focused at both organisational and individual levels. However <strong>the</strong> mid-term<br />
review team has found a widespread low level <strong>of</strong> satisfaction among <strong>AGIR</strong> CSOs in<br />
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