Abstract
Evaluates the Institutional Strengthening and Grant Making (ISGM) program, a key activity in the U.S. Greater Horn of Africa Initiative (GHAI). ISGM provides assistance to local African NGOs working regionally in the areas of food security and conflict prevention, mitigation, and response in 9 of the 10 GHAI countries as well as in the non-presence countries of that area. Mid-term evaluation covers the period 9/98-4/01. ISGM is being implemented by PACT in partnership with MWENGO, an African NGO. ISGM is achieving many positive results in applying broader GHAI goals, supporting the strategic objectives (SOs) and intermediate results (IRs) of REDSO/ESA, and accomplishing specific contract performance indicators. After a somewhat slow and difficult start, both PACT and MWENGO have accelerated the pace of their work, benefitting more than 300 African NGOs so far in the form of institution-building grants (15) and numerous, smaller forms of support to build the capacities of these local organizations. When interviewing a number of the NGO grant recipients, the evaluation team was impressed not only with the commitment of these groups to their regional food security and peace building work, but also with the practical improvements (e.g., strategic planning, financial management, networking, website creation) provided to them by the PACT/MWENGO team. The target of sustainability of at least 10 African NGOs is now within reach. Of particular note is the active involvement and leadership of women in many of these local NGOs. The role of an African Advisory Council in the decisionmaking process for grant- making is another innovative and progressive characteristic of ISGM. Finally, African stakeholders are virtually universal in complimenting the U.S. Government and USAID, especially because ISGM is helping strictly African NGOs in their institutional strengthening. ISGM involves Africans directly in designing and implementing activities and Africans participate in approving the grants. Major conclusions and recommendations are as follows: (1) REDSO/ESA should definitely continue supporting ISGM and give it high priority in the allocation of budgetary resources. (2) To achieve even greater impact and efficiency, ISGM should be more closely aligned with the work of all of the SO teams (including one not now covered) in REDSO and of other USAID operating units in the GHAI region. (3) REDSO should proceed as soon as possible with the next round of competitive procurements for grant-making, although serious consideration should be given to targeting NGOs working with specific SO teams or Missions and in non-presence countries. (4) REDSO should continue the active involvement of the African Advisory Council and even consider some expansion of its role. (5) Both PACT and MWENGO are performing very well, and their partnership should be not only sustained, but enhanced. (6) Because there is a clear but as yet unquantified benefit for women, ISGM and REDSO should make every effort to develop gender data and analysis further as this NGO activity continues. (7) As REDSO's role evolves towards more actual regional project management in addition to support services, USAID needs to adjust and update some of its management and administrative procedures in order to take due account of these regional project needs. Finally, USAID should start planning now for the post-ISGM period in the form of a successor to this NGO program involving greater African management of operations and ownership of the development agenda.