Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
Mid-Term Review of the AGIR Programme - Sida
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
A N N E X 3 – I N C E P T I O N R E P O R T<br />
Donor Intermediary CSO Partner<br />
Understanding how <strong>AGIR</strong><br />
intermediary organisations<br />
have influenced <strong>the</strong>ir<br />
CSO partners requires an<br />
equal understanding <strong>of</strong> <strong>the</strong><br />
cascading levels <strong>of</strong> actors<br />
and <strong>the</strong> spheres <strong>of</strong> influence<br />
that each represent.<br />
Documenting <strong>the</strong> linkages<br />
between <strong>the</strong>se spheres <strong>of</strong><br />
influence – essentially <strong>the</strong><br />
‘pathways <strong>of</strong> change’ through which influence happens – are critical to identifying<br />
and documenting outcomes (both immediate and intermediate) achieved through <strong>the</strong><br />
work <strong>of</strong> <strong>the</strong> programme. As stated by Patton, “Interacting elements and agents respond<br />
and adapt to each o<strong>the</strong>r, and to <strong>the</strong>ir environment, so that what emerges is a<br />
function <strong>of</strong> ongoing adaptation both among interacting elements and <strong>the</strong> responsive<br />
relationships interacting agents have with <strong>the</strong>ir environment” (2011;131). The key to<br />
understanding and documenting <strong>the</strong>se ‘pathways to change’ (and <strong>the</strong> linkages between<br />
outputs, outcomes and impact) is to focus on <strong>the</strong> relationships between <strong>the</strong> various<br />
actors involved in <strong>the</strong> programme – in <strong>the</strong> case <strong>of</strong> <strong>the</strong> <strong>AGIR</strong> programme, <strong>the</strong>se<br />
are <strong>the</strong> levels <strong>of</strong> donor, intermediaries, CSOs and finally, local communities. All are<br />
part <strong>of</strong> <strong>the</strong> results change through which support flows outwards and outcomes/results<br />
flow back. A primary goal <strong>of</strong> this evaluative work will be to identify, analyse and<br />
document <strong>the</strong>se linkages and <strong>the</strong> results that are produced.<br />
Recommendations Regarding Evaluation Scope<br />
The scope <strong>of</strong> <strong>the</strong> evaluation needs to be considered both in terms <strong>of</strong> <strong>the</strong> period <strong>of</strong> <strong>Sida</strong><br />
support to be assessed and concerning <strong>the</strong> range <strong>of</strong> <strong>the</strong> programme components to be<br />
examined.<br />
Time Period<br />
The <strong>AGIR</strong> programme is still in its early formative years. The <strong>AGIR</strong> programme was<br />
initiated in 2010, however a large part <strong>of</strong> its active operation has taken place in 2011-<br />
12. With this in mind, <strong>the</strong>re is <strong>the</strong> real possibility that intended but long-term ‘outcomes’<br />
(or impact) <strong>of</strong> <strong>the</strong> capacity streng<strong>the</strong>ning processes by <strong>the</strong> intermediary IN-<br />
GOs with <strong>the</strong>ir CSO partners may not have, as yet, been achieved. Therefore a focus<br />
on identifying and assessing outcomes at <strong>the</strong> immediate and intermediate level <strong>of</strong><br />
this capacity development process will be <strong>the</strong> focus.<br />
Program Components and Evaluative Focus<br />
The evaluative assessment within <strong>the</strong> mid-term review will have a primary focus on<br />
<strong>the</strong> CSO partners involved in <strong>the</strong> <strong>AGIR</strong> programme. It is at this level that <strong>the</strong><br />
achievement <strong>of</strong> programme outcomes is expected. Our initial review <strong>of</strong> programme<br />
documentation, as well as through direct discussions with <strong>AGIR</strong> intermediary organisations,<br />
indicates that <strong>the</strong> ‘pool’ <strong>of</strong> CSO partners across <strong>the</strong> different sub-programmes<br />
96