Mid-Term Review of the AGIR Programme - Sida

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2 findings 4 Recommendations The key recommendations are as follows: Intermediaries Coordination Role The intermediary management body – ICC – needs to concentrate more on programme-level strategic planning, the coordination of implementation activities, consistent data collection and reporting on programme results. This could be accomplished by the ICC as it exists as this insight is not simply about the creation of another level of management, but rather the need to take a different view of the purpose of the management. The need for the programme to be seen and to function as a programme is essential to its sustainability. From this perspective, harmonisation is an end in itself, and is an outcome that the AGIR programme should work towards. While it can be said that there is recognition of this need among the intermediaries, each has been extremely cautious in suggesting how this process could work to make it happen. An open and focused discussion should take place between the intermediaries on the future and increased role of the ICC and technical support groups. The AGIR programme should focus on promoting a wider discussion on donor coordination in support to civil society, focusing on ways of attaining more specialisation, avoiding duplications and promoting a wider-range of areas for potential funding to other organisations that do not fall under AGIR areas. This does not necessarily mean closing the programme for additional funding, but means, above all, making the programme a good contributor to the strengthening of civil society sustainability, facilitating processes of diversification of funding, but in a context of a better coordination, sharing of information and a strategic focus on capacity development. This would also improve the visibility of the AGIR programme among donors and civil society in general. Intermediaries need to continue lobbying for common and core funding, and intensified capacity development in fundraising. The AGIR programme needs to increase its capacity strengthening activities that include fundraising skills and strategies. Particular attention should be paid to strategies that enhance emerging and local partners, which are particularly vulnerable. The AGIR intermediaries need to strategise and plan for the wider implications of intensified joint effort to improve outcomes in gender and HIV/AIDS. This should be done through a careful review of the joint outcomes for cross- 73
4 R E C O M M E N D A T I O N S cutting issues and should establish clear shared indicators for evaluation as well as for the level of attainment of the outcomes. AGIR Monitoring and Evaluation The AGIR programme and the implementation of a results-based management system of collection and analysis of performance information demands considerable capacity from the partner organisations. To make this set of approaches more effective for management and impact monitoring, the AGIR programme should consider unbundling the management cycle – from planning to reporting/accountability – identify bottlenecks and the difficulties partners face at each stage of the cycle and direct its capacity strengthening support to these gaps, taking into account the specificities of the partner (organisation or network). The programme should pay particular attention to the information management systems involved in assessing performance and ascertaining results and impact. However, since it is unrealistic to expect all CSO partners to manage complex information systems, the AGIR programme could focus on setting methodologies and standards for information collection and analysis, which in an initial phase could be centrally managed by AGIR and eventually replicated in organisations at a smaller scale. This could have the instrumental value of assessing the impact of AGIR as a programme, while at the same time contributing to the strengthening of AGIR partner monitoring and evaluation systems to become effective instruments for results-based management. The adoption of results-based management is a key outcome of the AGIR programme and part of its capacity development strategy, then the programme has to either restrict the principle of respecting partners’ existing monitoring systems and put in place a more uniform system for the use by partner CSOs or drastically ramp up its capacity strengthening processes concerned with M&E activities. The AGIR programme should fine tune reporting on impact in the thematic areas, clarifying the results chain and revisiting the theory of change implicitly proposed to constantly check to what extent those specific achievements represent steps towards the intended change proposed by AGIR. This should inform incremental changes in scope and the nature of interventions that the partners make in the implementation of their strategic plans, aligning them with the programme objectives. On the basis of the above, it is recommended that AGIR review the result matrix in light of new partner recruitment and systematise the annual planning matrix so as to clearly demonstrate how partner activities feed into outcomes (and then adjust the result matrix accordingly). 74
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2013:3 Kevin Kelpin Vibe Johnsen Jo
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Authors: Kevin Kelpin, Vibe Johnsen
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Abbreviations and Acronyms AAAJC Pa
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Preface This evaluation of AGIR (Ac
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E X E C U T I V E S U M M A R Y The
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E X E C U T I V E S U M M A R Y CSO
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E X E C U T I V E S U M M A R Y imp
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E X E C U T I V E S U M M A R Y eff
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E X E C U T I V E S U M M A R Y iv)
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E X E C U T I V E S U M M A R Y act
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E X E C U T I V E S U M M A R Y ges
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E X E C U T I V E S U M M A R Y des
Page 26 and 27: 1 I N T R O D U C T I O N ited numb
Page 28 and 29: 1 I N T R O D U C T I O N 1.2 EVALU
Page 30 and 31: 1 I N T R O D U C T I O N Field Vis
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Page 36 and 37: 2 F I N D I N G S ganisations work.
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Page 44 and 45: 2 F I N D I N G S gender policy, -
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Page 56 and 57: 2 F I N D I N G S 2.5 IMPACT OF AGI
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Page 62 and 63: 2 F I N D I N G S Through campaign
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Page 66 and 67: 2 F I N D I N G S Akilizetho has a
Page 68 and 69: 2 F I N D I N G S political partici
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Page 72 and 73: 2 F I N D I N G S The sustained par
Page 74 and 75: 3 C O N C L U S I O N S AGIR progr
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Page 82 and 83: A N N E X 1 - A G I R P A R T N E R
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Page 86 and 87: A N N E X 2 - T E R M S O F R E F E
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Page 90 and 91: A N N E X 3 - I N C E P T I O N R E
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Page 108 and 109: A N N E X 4 - D O C U M E N T S R E
Page 116 and 117: A N N E X 5 - P E O P L E I N T E R
Page 118: Mid-Term Review of the AGIR Program
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Mid-Term Review of the AGIR Programme - Sida

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