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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4 R E C O M M E N D A T I O N S<br />
Many <strong>of</strong> <strong>the</strong> <strong>AGIR</strong> partners’ initiatives contribute to improving access to<br />
rights, to eliciting more accountability and to promoting good governance.<br />
Some <strong>of</strong> <strong>the</strong>se results, however, are only immediate and will not necessarily<br />
lay <strong>the</strong> foundation for a perpetual reproduction <strong>of</strong> a strong civil society able to<br />
hold <strong>the</strong> government responsible. Consequently, <strong>AGIR</strong> needs to continually<br />
identify those elements that are likely to produce impact and to reproduce<br />
practices that will guarantee <strong>the</strong> sustainability <strong>of</strong> <strong>the</strong> achieved results .<br />
<strong>AGIR</strong> CSOs<br />
The <strong>AGIR</strong> intermediaries should establish a strategic plan for <strong>the</strong> graduation<br />
<strong>of</strong> CSOs who have streng<strong>the</strong>ned <strong>the</strong>ir capacity to a point deemed sustainable<br />
by <strong>the</strong> programme (meaning survival without programme support). This discussion<br />
can include partner organisations for <strong>the</strong>ir input. As discussed in <strong>the</strong><br />
review, at some point <strong>the</strong>re has to be a limit to <strong>the</strong> number <strong>of</strong> <strong>AGIR</strong> CSO<br />
partners that can be supported by <strong>the</strong> intermediaries, a limit based on <strong>the</strong> capacity<br />
<strong>of</strong> <strong>the</strong> intermediary to directly and fully support each CSO as envisioned<br />
within <strong>the</strong> programme planning. If <strong>the</strong> programme is to grow (ei<strong>the</strong>r<br />
with more donors and/or additional intermediaries), how and when CSOs<br />
move from nursery to core status and finally graduate out <strong>of</strong> <strong>the</strong> programme is<br />
important to <strong>the</strong> overall programme <strong>the</strong>ory <strong>of</strong> change and to <strong>the</strong> sustainability<br />
<strong>of</strong> <strong>the</strong> programme. Increased capacity-streng<strong>the</strong>ning processes aimed at fundraising<br />
for CSOs would also help to make this transition easier. <strong>AGIR</strong> should<br />
consider taking a position on this process and should put in place mechanisms,<br />
such as small grants, that help CSOs that leave <strong>the</strong> programme to continue to<br />
function.<br />
The <strong>AGIR</strong> programme should continue to support change in <strong>the</strong> approach for<br />
<strong>the</strong> selection <strong>of</strong> new organisations, which now privileges locally-based partners,<br />
and is a signal that <strong>the</strong> programme is sensitive to <strong>the</strong>se weaknesses and is<br />
taking adequate corrective measures.<br />
Linkages<br />
In order to attain <strong>the</strong> expected outcomes in <strong>the</strong> area <strong>of</strong> linkages, <strong>AGIR</strong> needs to:<br />
Promote fur<strong>the</strong>r discussion among intermediaries on <strong>the</strong> added value <strong>of</strong> <strong>the</strong><br />
linkages and a definition <strong>of</strong> a <strong>the</strong>ory <strong>of</strong> change linked to <strong>the</strong> networks and<br />
networking to inform support in this area;<br />
Pay particular attention to questions arising from <strong>the</strong> sustainability <strong>of</strong> networks,<br />
among <strong>the</strong>m <strong>the</strong> management <strong>of</strong> networks and how to monitor <strong>the</strong>ir<br />
impact;<br />
Streng<strong>the</strong>n/include skills-oriented capacity building in communication advocacy<br />
and campaigning using innovative methods;<br />
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