Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
A N N E X 3 – I N C E P T I O N R E P O R T<br />
Given <strong>the</strong> structure <strong>of</strong> <strong>the</strong><br />
<strong>AGIR</strong> programme (one programme<br />
with subprogramme<br />
intermediaries<br />
partnering with local CSOs)<br />
and its focus on capacity<br />
streng<strong>the</strong>ning processes, a<br />
clear understanding <strong>of</strong> <strong>the</strong><br />
different ‘spheres <strong>of</strong> influence’<br />
within <strong>the</strong> <strong>AGIR</strong> programme<br />
is necessary to identify<br />
and assess outcomes<br />
related to <strong>the</strong> programme<br />
approach. Understanding<br />
<strong>the</strong>se different levels <strong>of</strong> interaction,<br />
and how different social actors fall within <strong>the</strong> various ‘spheres <strong>of</strong> influence’<br />
<strong>of</strong> <strong>the</strong> programme (see adjacent diagram), is critical both to an understanding <strong>of</strong> <strong>the</strong><br />
resulting outputs and outcomes related to its implementation, as well as to <strong>the</strong> sustainable<br />
implementation <strong>of</strong> programme strategies (how each level <strong>of</strong> actors interacts<br />
with both <strong>the</strong> programme’s activities and with each o<strong>the</strong>r).<br />
However what <strong>of</strong>ten happens is that, when reporting on results within this <strong>the</strong>ory <strong>of</strong><br />
change, <strong>the</strong>re can be gap between what takes place in <strong>the</strong> field (CSO work) and <strong>the</strong><br />
connection to <strong>the</strong> broader objectives <strong>of</strong> programmes like <strong>AGIR</strong>. Monitoring, and<br />
<strong>the</strong>refore reporting on results, tends to focus on activities and outputs <strong>of</strong> <strong>the</strong> programme.<br />
What results from this focus is that <strong>the</strong>re are ‘missing outcomes’ that bridge<br />
between <strong>the</strong> level <strong>of</strong> activities and outputs and <strong>the</strong> level <strong>of</strong> impacts. Initial discussions<br />
with <strong>Sida</strong> and with <strong>the</strong> intermediary organisations have noted that this is a shared<br />
concern – a concern that will be directly addressed through this evaluation by examining<br />
<strong>the</strong> monitoring and reporting structures currently in place as well as by actively<br />
documenting immediate and intermediate outcomes that demonstrate this ‘bridge’<br />
towards intended impacts associated with <strong>the</strong> programme.<br />
Crucial to documenting <strong>the</strong> outcomes associated with <strong>the</strong> <strong>AGIR</strong> programme will be<br />
establishing <strong>the</strong> ‘pathways <strong>of</strong> change’ that run through <strong>the</strong>se different spheres <strong>of</strong><br />
influence. There can be, for example, many spheres between a donor, <strong>the</strong> intermediaries<br />
it works with, <strong>the</strong> local CSO partners that work with <strong>the</strong> intermediaries, and<br />
<strong>the</strong>n finally <strong>the</strong> individuals (stakeholders) and families influenced by <strong>the</strong> work <strong>of</strong> <strong>the</strong><br />
CSOs (see diagram below). Tracing how capacity streng<strong>the</strong>ning processes have influenced<br />
certain actors in <strong>the</strong>ir actions with o<strong>the</strong>rs is dependent on understanding how<br />
<strong>the</strong>se linkages cross <strong>the</strong>se social boundaries.<br />
95