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 Many of the AGIR partners’ initiatives contribute to improving access to rights, to eliciting more accountability and to promoting good governance. Some of these results, however, are only immediate and will not necessarily lay the foundation for a perpetual reproduction of a strong civil society able to hold the government responsible. Consequently, AGIR needs to continually identify those elements that are likely to produce impact and to reproduce practices that will guarantee the sustainability of the achieved results . AGIR CSOs The AGIR intermediaries should establish a strategic plan for the graduation of CSOs who have strengthened their capacity to a point deemed sustainable by the programme (meaning survival without programme support). This discussion can include partner organisations for their input. As discussed in the review, at some point there has to be a limit to the number of AGIR CSO partners that can be supported by the intermediaries, a limit based on the capacity of the intermediary to directly and fully support each CSO as envisioned within the programme planning. If the programme is to grow (either with more donors and/or additional intermediaries), how and when CSOs move from nursery to core status and finally graduate out of the programme is important to the overall programme theory of change and to the sustainability of the programme. Increased capacity-strengthening processes aimed at fundraising for CSOs would also help to make this transition easier. AGIR should consider taking a position on this process and should put in place mechanisms, such as small grants, that help CSOs that leave the programme to continue to function. The AGIR programme should continue to support change in the approach for the selection of new organisations, which now privileges locally-based partners, and is a signal that the programme is sensitive to these weaknesses and is taking adequate corrective measures. Linkages In order to attain the expected outcomes in the area of linkages, AGIR needs to: Promote further discussion among intermediaries on the added value of the linkages and a definition of a theory of change linked to the networks and networking to inform support in this area; Pay particular attention to questions arising from the sustainability of networks, among them the management of networks and how to monitor their impact; Strengthen/include skills-oriented capacity building in communication advocacy and campaigning using innovative methods; 75
4 R E C O M M E N D A T I O N S Document, share and disseminate successful advocacy experiences among partners and networks. Particular attention should be paid to strengthening capacities at the local level and for young/less experienced organisations. Other Issues There is a need to quicken the process involved with the transfer of resources to partners at the local level. Defining a minimum level of funding to this level would ensure that the programme is implemented with fewer regional imbalances (as it is the case now). Alternatively, while sticking to the principle of good-donorship and limited non-interference, intermediaries should commence a formal dialogue with their CSO partners to assess the extent to which the implementation of the strategic plans takes the balance in resources allocation along the central-local axis into account. This can easily be justified as a principle of good governance and integrated in the context of strengthening partners’ capacity in internal governance. Intermediaries should also pay particular attention to the challenges that might appear in the process of the allocation of funds to partners’ local level organisations, namely in management and reporting. Additional donors added to the AGIR programme could potentially result in more transaction costs, unless principles of good donorship are applied. The progress made in this area in the programme through the focus on core funding, the facilitation and lobbying efforts of the intermediaries to convince donors to join common funding mechanisms, and through supported reporting mechanisms to reduce the burden for CSOs, has laid the foundation for more effective management of a multiple-donor funding mechanism. Perhaps key to the discussion of the addition of new donors is their acceptance of the principle of good donorship as it is implemented within the AGIR programme. While there can be (as the review team observed within the AGIR programme) management problems that are integral to its use (the difficulty of directed support), the AGIR intermediaries have initiated a course of action that can be instrumental to promoting good donorship in support of civil society. The Embassy of Sweden can contribute to the effectiveness of the AGIR program by engaging in “environmental” strategies. Environmental strategies are actions and activities that improve the environment within which the intermediaries work with their partners. Perhaps the two most critical strategies for the Embassy would be to play a more visible role in the donor community regarding the benefits of a “good donorship’ approach for the strengthening of civil society. Helping other donors understand the mechanisms (positive and negative) of this approach could lead to its use by others and a better understanding of the AGIR programme. Secondly, a constant comment heard by the review team from the donor community was the need for a dialogue between donors regarding civil society strengthening within Mozambique. There is a 76
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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
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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
Page 32 and 33: 1 I N T R O D U C T I O N aftermath
Page 34 and 35: 2 F I N D I N G S tendency for the
Page 36 and 37: 2 F I N D I N G S ganisations work.
Page 38 and 39: 2 F I N D I N G S jor reason for th
Page 40 and 41: 2 F I N D I N G S This observation
Page 42 and 43: 2 F I N D I N G S 2.3.4 AGIR CSO Pa
Page 44 and 45: 2 F I N D I N G S gender policy, -
Page 46 and 47: 2 F I N D I N G S The mid-term revi
Page 48 and 49: 2 F I N D I N G S 2.4 EFFECTIVENESS
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Page 52 and 53: 2 F I N D I N G S the AGIR programm
Page 54 and 55: 2 F I N D I N G S production and qu
Page 56 and 57: 2 F I N D I N G S 2.5 IMPACT OF AGI
Page 58 and 59: 2 F I N D I N G S number of positio
Page 60 and 61: 2 F I N D I N G S Accountability o
Page 62 and 63: 2 F I N D I N G S Through campaign
Page 64 and 65: 2 F I N D I N G S offices, since th
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
Page 70 and 71: 2 F I N D I N G S support the capac
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
Page 76 and 77: 2 findings 4 Recommendations The ke
Page 80 and 81: 4 R E C O M M E N D A T I O N S rea
Page 82 and 83: A N N E X 1 - A G I R P A R T N E R
Page 84 and 85: A N N E X 2 - T E R M S O F R E F E
Page 86 and 87: A N N E X 2 - T E R M S O F R E F E
Page 88 and 89: 2 findings Annex 3 - Inception Repo
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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