External Evaluation long version draft 4

Executive Summary AMSHeR EXTERNAL EVALUATION REPORT 2017 (including Technical Annexes) Measuring the Impact of AMSHeR’s work since its Foundation in 2009

About AMSHeR The African Men for Sexual Health and Rights (AMSHeR) is a regional coalition of men who have sex with men (MSM)/lesbian, gay, bisexual, transgender (LGBT)-led organizations in Africa. Through advocacy and capacity strengthening, AMSHeR works to promote non-discrimination, particularly based on sexual orientation and gender identity, and to advance access to quality health service for MSM/LGBT individuals in Africa. AMSHeR provides a platform for exchange, learning, and advocacy among grassroots MSM organizations, human rights organizations, national agencies, and other stakeholders working with and/ or for MSM/LGBT communities in Africa.

AMSHeR EXTERNAL EVALUATION REPORT 2017 (including Technical Annexes) © 2017 This publication is funded by:

Acknowledgements Special thanks to Kene Esom and Juliet Mphande for their contribution to this project; the Southern African AIDS Trust for their generous support that made this project possible and Limeblue Design for the cover page, image design and layout. Suggested Citation Jeffrey O’malley & Josianne Roma-Reardon

TABLE OF CONTENTS List of Abbreviations & Acronyms vi Executive Summary 1 Background 1 Methodology 1 Findings 2 Recommendations 3 Findings 5 1. Relevance 5 2. Impact 6 3. Communication and Collaboration 8 4. Governance, Organisational and Operational Issues 8 5. Geographic Focus, Membership Strategy and External Partnership Strategy 10 6. Future Directions 12 Recommendations 14 1. Mission and Programmes 14 2. Ways of Working 15 3. Governance, Membership and Secretariat 15 4. Partnerships and Fundraising 16 Management Response to External Evaluation Recommendations 17 Recommendations: Mission and Programmes 17 Ways of Working 18 Governance, Membership and Secretariat 19 Partnerships and Fundraising 20 Technical Annexes 21 Annex 1: External Evaluation Questionnaire 21 Annex 2: Mid-Term Review Questionnaire 26 Annex 3: Guide for Semi-Structured Interviews 35 Annex 4: External Evaluation Findings and Discussion 37

List of Abbreviations & Acronyms AMSHeR African Men Sexual Health and Rights APCOM Asia Pacific Coalition on Male Sexual Health CAL Coalition of African Lesbians EAC East African Community ECOWAS Economic Community of West African States ECOM Eurasian Coalition on Male Health HIV Human Immunodeficiency Virus IAC International AIDS Conference ICASA International Conference on AIDS and Sexually Transmitted Infec- tions in Africa ILGA International Lesbian, Gay, Bisexual, Trans and Intersex Association INGO International Non-Governmental Organisation LGBT Lesbian, Gay, Bisexual and Transgender MDGs Millennium Development Goals MSM Men who have sex with men NGO Non-Governmental Organisation PLWHA People Living with HIV/AIDS SADC Southern African Development Community SDGs Sustainable Development Goals UN United Nations UNAIDS Joint United Nations Programme on HIV/AIDS UNDP United Nations Development UNESCO United Nations Educational, Scientific and Cultural Organization vi AMSHeR EXTERNAL EVALUATION REPORT 2017

Executive Summary Background The African Men for Sexual Health and Rights (AMSHeR) is a Pan-African coalition of 18 organisations in Africa working with men who have sex with men (MSM), and lesbian, gay, bisexual and transgender (LGBT) individuals. Through advocacy and capacity strengthening, AMSHeR works to promote non-discrimination, particularly based on sexual orientation and gender identity, and to advance access to quality health services for MSM and LGBT individuals in Africa. AMSHeR commissioned this External Evaluation to assess the impact of its work over the seven years of its existence, understand its place in the human rights and social justice eco-system, and how to strengthen its contributions to the broader agenda in Africa and globally. The evaluation focused on how different stakeholders perceive AMSHeR and its work, as well as AMSHeR’s influence, relevance, leadership and efficiency. It is intended to contribute to AMSHeR’s strategic positioning and organisational development for 2018 and beyond. Methodology Original research for this evaluation was conducted in two stages, gathering perspectives from a total of 46 key informants outside the AMSHeR Secretariat through a combination of questionnaires and/or in-depth interviews. Firstly, a questionnaire was developed and distributed via SurveyMonkey, and questions focused on four themes including the respondent’s relationship with AMSHeR, as well as how they perceive the organisation, its communication and work. A Likert Scale of rating and agreement or disagreement was used for each statement, and a comment box was added to allow for qualitative data. The AMSHeR Secretariat provided a list of 110 individuals to receive the questionnaire, including members of the AMSHeR Board, Steering Committee, Member Organisations, Regional Partners, Technical Partners, Funding Partners, Development Agencies, UN Agencies and Government. In a second stage, 12 stakeholders participated in in-depth interviews via Skype for approximately 45 minutes to one hour. The interviewees came from a mixture of AMSHeR members, peer organisations working at regional or global levels, donor organisations and technical partners. The semi-structured interviews further explored four key themes that emerged from the first stage of the exercise: the substantive focus of AMSHeR’s work, AMSHeR’s influence on policy, geographic focus and membership strategy, and priorities for external partnerships. This evaluation also draws on data from a Mid-Term Review conducted in 2016 looking at AMSHeR’s performance in delivering on its Strategic Plan 2015 - 2018, and other relevant documentation. AMSHeR EXTERNAL EVALUATION REPORT 2017 1

Executive Summary Findings Relevance AMSHeR has an important mission that continues to be relevant. Over the past seven years, its programmes and priorities have appropriately evolved in response to rapidly changing political and social realities for LGBT individuals in Africa, and the changing roles of other organisations and institutions. Its function as both a network and a technical platform for African perspectives on LGBT issues in Africa is particularly valuable. Its roots in male sexual health and rights, including a strong focus on HIV, have helped AMSHeR position itself vis-à-vis other LGBT networks in the region, but also create certain constraints and limitations. Impact A large majority of key informants believe that the AMSHeR Secretariat and its members have contributed to results for MSM and LGBT people in Africa, particularly by improving the response to stigma, discrimination and violations based on sexuality and gender in Africa. Many respondents also believe that AMSHeR generated results by increasing visibility of, and evidence about, MSM and LGBT issues in the region; increasing access to (and quality of) HIV-related health services; strengthening human rights related policies and policy execution; and strengthening both individual MSM and LGBT organisations and the movement’s collective capacity. Monitoring and evaluating the impact of advocacy work on policy is difficult, particularly when many actors are involved. Nevertheless, AMSHeR has recently begun to improve its capacity to demonstrate its contributions to such results. Communication and Collaboration Opinions vary concerning the strengths and weaknesses of AMSHeR’s collaboration with members and other partners, although almost all respondents felt that AMSHeR should invest in improving its communication efforts. Governance, Organisational and Operational Issues From its establishment in 2009 to 2014, AMSHeR grew rapidly in size and influence, although its internal systems and governance capacity did not keep pace. Events in 2014 revealed weaknesses in AMSHeR’s own systems, precipitating a change in leadership and an intensive period of internal capacity development. Those efforts paid off, leading to a professionalised Board, a stronger Secretariat, and much stronger internal control systems and policies by 2016. Nevertheless, AMSHeR still needs to continue to invest in its own internal capacity development, further strengthening its systems and structures in order to better respond to the challenges it faces. Geographic Focus, Membership Strategy and External Partnership Strategy One of AMSHeR’s key strengths is its Pan-Africanist perspective and its diverse membership, across Anglophone, Lusophone and Francophone countries. Nevertheless, AMSHeR is still perceived as predominately Anglophone, and it has had little engagement in North Africa in particular. There are pros and cons of AMSHeR’s membership strategy, which emphasizes the importance of slowly building a strong and diverse membership base, rather than seeking to include all LGBT-related civil society groups on the continent. 2 AMSHeR EXTERNAL EVALUATION REPORT 2017

Executive Summary In terms of external partnerships, AMSHeR has been particularly successful at partnering with international organisations (with multilateral organisations, the NGO sector, and among Foundations). Future Directions From 2009 to 2017, AMSHeR has successfully advanced its mission and contributed to the broader movement for the rights of MSM and LGBT individuals and inclusion in Africa, despite a sometimes challenging political environment, growing pains as an organisation, and the typical challenges of membership networks in the NGO sector. AMSHeR is well positioned to continue and accelerate its contributions in the region, given its membership, its Secretariat, its Board, and its established partners and supporters. The transition in Africa’s dominant development paradigm presents important opportunities for AMSHeR and other organisations that emphasize “leaving no one behind”. Recommendations On the basis of the evaluation’s findings, the following recommendations are proposed for the consideration of AMSHeR’s management. Mission and Programmes • W hile AMSHeR’s mission remains broadly relevant, the organisation should consider explicitly embracing an LGBT identity rather than a MSM/gay male identity. • W ith AMSHeR’s experience in bridging the LGBT health and LGBT human rights sectors and perspectives, it should consider explicitly bridging into LGBT-related development issues, such as poverty alleviation, education, gender equality and inclusive governance. • A MSHeR can make a particularly valuable contribution by helping to coordinate and bridge action and response by local groups with action and response by international actors, and in parallel, must continue to invest in its own security protocols for the Secretariat and members/partners. • A MSHeR should seek opportunities to collaborate programmatically with other networks that will play important roles in the social inclusion (“leave no one behind”) agenda of the Sustainable Development Goals (SDGs), such as networks of migrants, people with disabilities and ethnic/linguistic minorities. • A MSHeR should consider organising a consultation and listening exercise with a range of relevant LGBT actors at global/multilateral level, and actors working on global LGBT policy of key donor countries, to identify and prioritize specific niche areas at global level where AMSHeR can achieve the largest return on investment. Ways of Working • A MSHeR should explicitly build member and partner engagement into much more of its work, by leveraging members and partners in all aspects of AMSHeR’s work: doing more facilitation of South-South (peer to peer) support among members/partners; supporting members/partners to raise their own profiles and perspectives at regional and global levels; developing and publishing more tools that are co-branded between multiple members/partners and AMSHeR; and so forth. AMSHeR EXTERNAL EVALUATION REPORT 2017 3

Executive Summary • A MSHeR has recently begun to strengthen its Secretariat’s capacity in communications, monitoring and evaluation, research and knowledge management functions that are crucially important to its success, and should be further strengthened as resources permit. Governance, Membership and Secretariat • G iven the pace of leadership change at AMSHeR, and the strengths of current governance arrangements, it is probably not a good time to restructure or change the current Board, but AMSHeR should consider utilising a structure like a “Council of Allies and Advisors” to broaden and diversify its political support and advisory pool. • A MSHeR should conduct a stand-alone exercise to review membership/ partnership approaches by other networks (e.g., APCOM, Pan African ILGA, CAL), and to consult broadly on options, and regardless of any changes that may eventually be agreed to the membership/partnership model, AMSHeR should widen its engagement with different kinds of LGBT groups in different parts of Africa. • A MSHeR should continue its current policy of hiring expert staff regardless of their gender identity or expression or their sexual orientation, and proactive efforts should be undertaken in future recruitments to attract qualified trans people, lesbians, intersex (if AMSHeR decides to engage on intersex issues) and Portuguese speakers as applicants. • A MSHeR should consult with relevant stakeholders regarding its presence and role in Francophone Africa, including AfricaGay, local NGOs and potential funders, as well as identify resources to have some kind of Secretariat presence in Francophone West Africa. Partnerships and Fundraising • A MSHeR should continue its policy of only accepting grants and contracts of $100,000 a year or more for restricted programme activities, as this means AMSHeR does not directly compete with those of its members which focus on smaller restricted grants. In addition, for AMSHeR, seeking larger and longer- term restricted funding also balances the importance of fundraising with the costs and risks of administering a large number of small contributions. AMSHeR should also consider welcoming a broader range of contributions of non- restricted funding, even under $100,000 a year, as long as the donor reporting requirements are proportionate to their contributions. • A MSHeR should prioritize further geographic diversification of international NGO partners, technical diversification to facilitate work across the LGBT spectrum, and diversification across a broader range of health and development issues. Partnerships with Brazilian, Portuguese, French and/or Arab-speaking institutions could contribute to the goal of strengthening AMSHeR’s impact in Lusophone, Francophone and North African countries. • B eyond technical partners and donors, AMSHeR should be broadly open and flexible to a range of partnerships, paying particular attention to the potential to widen impact through closer collaboration with: (1) African human rights institutions and NGOs; (2) African women’s rights and gender equality actors; and (3) African academic institutions. 4 AMSHeR EXTERNAL EVALUATION REPORT 2017

Findings 1. Relevance AMSHeR has an important mission that continues to be relevant. Over the past seven years, its programmes and priorities have appropriately evolved in response to rapidly changing political and social realities for LGBT individuals in Africa, and the changing roles of other organisations and institutions. Its function as both a network and a technical platform for African perspectives on LGBT issues in Africa is particularly valuable. Its roots in male sexual health and rights, including a strong focus on HIV, have helped AMSHeR position itself vis-à-vis other LGBT networks in the region, but also create certain constraints and limitations. In the seven years since it was established, AMSHeR has successfully positioned itself as a key leader on a number of critical LGBT issues in Africa, has gained a strong reputation globally, is effective at regional platforms and has a strong influence at that level, has the ability to navigate complex politics of a coalition, has regional and global impact, and has done a good job in securing the rights of MSM and LGBT individuals. AMSHeR has created a niche in the human rights sector by bringing together national organisations to address regional issues at the African Commission on Human and Peoples’ Rights. AMSHeR is seen as having been successful at addressing discrimination against MSM and LGBT community members, and has been able to sustain and grow its membership. It has also been able to represent its membership in a number of strategic areas, such as its work with the African Commission on Human and Peoples’ Rights, International Conference on AIDS and Sexually Transmitted Infections in Africa (ICASA) and the International AIDS Conference (IAC). A number of evaluation respondents noted that AMSHeR has filled a void in the region by standing out on matters of health and human rights, by developing innovative strategies, by its strong focus on men’s health (particularly HIV/AIDS and human rights), and by its effective integration of trans voices and perspectives. As noted further in section 6 below, there are strengths to AMSHeR’s roots in men’s sexual health and rights, and AMSHeR has also successfully broadened its membership and engagement to address the rights and needs of lesbians and trans people. Nevertheless, there is a tension between its profile as a male-led organisation, its focus on men in its mission, and its increasing engagement across the entire LGBT spectrum. Most of the evaluation respondents agreed or strongly agreed that AMSHeR’s role is different from and complementary to other NGOs working on MSM and LGBT issues in Africa and globally. AMSHeR explicitly bridges work in the health sector and the human rights sector, while many other organisations are more firmly focused on one or the other. Respondents felt that AMSHER’s role is to contribute to protecting the rights of key population communities, while others felt that AMSHeR was unique because of its politics, the professionalism of its staff, its representativeness, its influence and its collaborative way. AMSHeR speaks authoritatively about the complexities of the African LGBT experience. AMSHeR should not compete with partners in implementing programmes, but support their effort on a higher level. One respondent mentioned that a MSM and LGBT network is hard to find in Africa, and that AMSHeR is “sitting on a gold mine”. Another respondent noted that AMSHeR’s role in Africa is still relevant, but no AMSHeR EXTERNAL EVALUATION REPORT 2017 5

Findings longer unique, as there are now other regional organisations doing the same or similar work. However, the respondent emphasized that AMSHeR has unique value in its membership, particularly if all the Member Organisations can work together and have a same voice on issues in Africa and globally. It was also noted and suggested by one respondent that AfricaGay has a similar mandate in Africa, and that perhaps both organisations should have a stronger partnership, especially since AfricaGay now has a Global South based Secretariat. At a global level, it was suggested that AMSHeR should work more explicitly with MSM and LGBT networks involved in similar work in different regions, such as GayLatino, Eurasian Coalition on Male Health (ECOM), Asia Pacific Coalition on Male Sexual Health (APCOM), M-Coalition, etc. 2. Impact A large majority of key informants believe that the AMSHeR Secretariat and its members have contributed to results for MSM and LGBT people in Africa, particularly by improving the response to stigma, discrimination and violations based on sexuality and gender in Africa. Many respondents also believe that AMSHeR generated results by increasing visibility of, and evidence about, MSM and LGBT issues in the region; increasing access to (and quality of) HIV-related health services; strengthening human rights related policies and policy execution; and strengthening both individual MSM and LGBT organisations and the movement’s collective capacity. Monitoring and evaluating the impact of advocacy work on policy is difficult, particularly when many actors are involved. Nevertheless, AMSHeR has recently begun to improve its capacity to demonstrate its contributions to such results. The majority of key informants contacted as part of the external evaluation felt that AMSHeR is a critical voice on MSM and LGBT issues globally and, in particular, in Africa. Many respondents felt that AMSHeR is the leading MSM and LGBT network or organisation in the Africa region, that it has been able to support MSM and LGBT groups in Africa with their legal and advocacy expertise, and that they have a presence in critical spaces such as the United Nations and African Union. One respondent said: “It has the leverage to amplify the voices of its partners and being representative of its network, it has the muscle to be in platforms that its partners are unable to gain access and this needs to be strengthened and held on to. This should be its niche, the ability to coordinate its MSM partners.” In a less positive light, one respondent felt that AMSHeR was a critical voice on MSM and LGBT issues when it was created, but thought that it was losing that voice in 2016. Another respondent felt that AMSHeR is more known globally than within Africa. In terms of their current strategic objectives, respondents from the interviews felt that AMSHeR has influenced policy for more inclusive HIV and health services for MSM and LGBT people, and strengthened responses to stigma, discrimination and human rights violations. However, many felt that AMSHeR needs to strengthen the capacity for sustainable action among its members and Secretariat. More data on AMSHeR’s programmatic results are available from the 2016 Mid-Term Review exercise, which clearly highlighted the positive impact of AMSHeR’s activities. The majority of the participants contacted as part of the Review agreed or strongly agreed that AMSHeR has been delivering on its mandate, and that the organisation’s work is having an impact on the lives of MSM and LGBT individuals in Africa. Participants who took part in the interviews felt that AMSHeR can add value in supporting 6 AMSHeR EXTERNAL EVALUATION REPORT 2017

Findings urgent responses to MSM/LGBT and related violations of human rights, and that they are well placed to share best practices and support strategies to help other countries. As one interviewee shared: “We live an enormous ecosystem with different types of organisations with some that have a bigger regional purview, like AMSHeR, they are the critical connector between the grass roots, where real change can happen – where are the structures of power that no one knows how to access – AMSHER’s emergency work should be the connector between people on the ground, who are impacted by the situation, who understand what is happening, and who understand the complexity at that particular moment and place, AMSHeR needs to be in a position to connect with entities in the world and region to provide support.” This is supported by the Mid-Term Review which, demonstrated that AMSHeR was having its most dramatic impact by improving the response to stigma, discrimination and violations based on sexuality and gender in Africa. All respondents (100%) agreed that AMSHeR has contributed to improving this response. The majority (88%) also agreed that AMSHeR has contributed to an increase in the promotion of respect for sexual and gender diversity and human rights among policymakers, public officials, other stakeholders and institutions. However, the response was less favourable with regards to AMSHeR’s contribution to increasing the knowledge and understanding of sexual and gender diversity and human rights among these same stakeholders. The respondents agreed somewhat that AMSHeR has contributed to an increase in accountability of perpetrators of discrimination and violations based on sexuality and gender, however several were either undecided or disagreed that AMSHeR has contributed to an increase in knowledge of obligation to hold perpetrators of discrimination and violations based on sexuality and gender to justice by the judiciary, law enforcement agencies (in particular) and other relevant institutions. The majority of the Mid-Term Review respondents agreed or strongly agreed that AMSHeR has strengthened the capacity of the Secretariat and its membership for sustainability in governance and advocacy, but less in service delivery. The response to AMSHeR performance in implementing the Organisational Capacity Assessment Plan was slightly disappointing, in that the majority were undecided or disagreed with the statement that AMSHeR had improved their organisations’ organisational capacity. The same result was observed with regards to improving the Organisational Capacity Assessment score based on the MSH/BLC Tool. The reason for this was simply that the plan and tool have only been piloted with some Member Organisations, who seemed to be those that responded more positively, than those who have not yet received the training for the use of the plan and tool. The majority of the participants agreed (85%) or strongly agreed (15%) that there is an increased recognition of AMSHeR as a stronger and more sustainable coalition with leadership in MSM and LGBT sexual health and rights issues in Africa. Several respondents also felt that there has been an increase in the visibility of AMSHeR’s sexual health and rights work through engagement with stakeholders and in forums, but some felt that effective communication was still necessary. AMSHeR has clearly achieved important intermediate results that are relevant to improving the policy environment, even if AMSHeR’s direct impact on actual legislation or policy is more difficult to document. The majority of Mid-Term Review respondents agreed that AMSHeR has increased the availability and accessibility to credible evidence on MSM and LGBT health needs, and that AMSHeR has increased knowledge and understanding of MSM and LGBT health needs among policy makers and stakeholders. AMSHeR EXTERNAL EVALUATION REPORT 2017 7

Findings The majority also agreed that AMSHeR has increased awareness and communication of improvements in policy framework and implementation to address barriers to access to quality health services. Nevertheless, the majority of Mid-Term Review respondents (76%) were undecided as to whether AMSHeR has actually been contributing to an improved policy framework guaranteeing access to quality health services for MSM and LGBT individuals in Africa. Other respondents also emphasized that far more work is needed in raising awareness among health service providers. 3. Communication and Collaboration Opinions vary concerning the strengths and weaknesses of AMSHeR’s collaboration with members and other partners, although almost all respondents felt that AMSHeR should invest in improving its communication efforts. Among the 34 respondents to the evaluation questionnaire, only 12 indicated that they were in a formal partnership with AMSHeR, with 16% saying that this partnership was for less than 1 year, 5% between 1-2 years, 42% between 3-5 years and 37% for more than 5 years. In terms of their relationship with AMSHeR, 5% rated it as poor, 28% as fair, 28% as good, 34% as very good and 5% as excellent. One respondent described their relationship with AMSHeR as one of understanding and respect of each other’s values and principles. Another said that they value the partnership with AMSHeR because it is based on mutual trust, confidence, frankness, and because they shared political views on the MSM and LGBT global and regional movement. Other comments particularly about AMSHeR staff members is that they are high quality, engaged, strategic thinkers and passionate experts, and the work done together is impactful, intelligent and worthwhile. Communication between the partnership is cordial, and AMSHeR always strives to share reports and allows for input in the processes AMSHeR undertakes, and there is meaningful engagement and shared responsibilities. However, some respondents felt that there is a need for improved relationship with partners. In terms of communication most respondents to the evaluation questionnaire receive information about AMSHeR and its work either electronically/print (i.e., email, website, mailing lists, online, Twitter, Facebook, e-blasts, communication material or articles in the press) or in person (word of mouth, meetings, conferences, via Secretariat/Executive Director or staff, partners within networks, phone calls, through other organisations working with AMSHeR). However, it seems that more people learnt about AMSHeR via a personal contact, such as the founding member, at meetings or conferences, via colleagues or peers, with less mentioning that it was via an electronic means. In terms of AMSHeR’s communication with respondents, 13% said it was poor, 26% said it was fair, 44% good, 13% very good and 4% excellent. Some respondents felt that AMSHeR communication was instant, precise and to the required level, and that they are always in touch to provide updates and progress. On the other hand, some felt that AMSHeR was not communicating as effectively as it should at the time of the evaluation questionnaire, emphasizing the need for more channels of communication. 4. Governance, Organisational and Operational Issues From its establishment in 2009 to 2014, AMSHeR grew rapidly in size and influence, although its internal systems and governance capacity did not keep pace. Events in 2014 revealed weaknesses in AMSHeR’s own systems, precipitating a change in leadership and an intensive period of internal capacity development. Those efforts paid off, leading 8 AMSHeR EXTERNAL EVALUATION REPORT 2017

Findings to a professionalised Board, a stronger Secretariat and much stronger internal control systems and policies by 2016. Nevertheless, AMSHeR still needs to continue to invest in its own internal capacity development, further strengthening its systems and structures in order to better respond to the challenges it faces. Respondents to the evaluation questionnaire felt that the current Board brings some needed specialist skills on board, and that it has gotten stronger thanks to the organisational development efforts subsequent to the departure of AMSHeR’s previous Executive Director. The Board has been performing well when compared with previous ones, but would be further strengthened through inclusion of more Francophone and Lusophone members, as well as lesbians and trans members. Although some mentioned that governance issues have greatly improved, there is still room for improvement. For example, one respondent felt that the Board is not visible enough, and that there is a need for clear guidance on operation and engagement, changes and adherence to the constitution is paramount, as well as more sharing of reports and information. Overall, evaluation questionnaire respondents had a wide range of views regarding the current state of AMSHeR’s governance in 2016 (25% describing AMSHeR governance as fair, 35% good, 30% very good and 10% excellent). As for the Secretariat, several respondents (42%) perceived the leadership of AMSHeR’s Secretariat as good, while 16% said it was fair, 21% as very good and 21% as excellent. Kene Esom has been the Executive Director of AMSHeR since 2015, and his performance was widely praised. Respondents said he works smart and hard, that he is a very thoughtful, strategic and intelligent leader, networks well amongst various spaces, and understand the issues from global policy to grassroots. He was widely regarded as an excellent speaker and leader. More broadly, the AMSHeR Secretariat was seen as having clear roles and responsibilities, accountability, procedural compliance and a firm hand, as well as clear mandates and execution. Current staff are perceived as motivated and driven. Nevertheless, there is still a widespread perception that the Secretariat depends significantly on one person (the Executive Director), pointing to the need for more staff at the leadership level, and stronger communication capacity in particular. Some respondents expressed concern about the large turn-over in staff at the Secretariat in early 2016. This was echoed by interview participants who mentioned that there is a need to further strengthen the capacity of staff members at the Secretariat, as well as among its members as there is a perceived disconnect between the Secretariat and the Steering Committee, as well as a lack of communication between the Secretariat and its Member Organisations. In terms of AMSHeR’s efficiency, 32% of evaluation questionnaire respondents felt it was fair, 40% said it was good, 24% said very good and 4% excellent. Respondents felt that AMSHeR is often slow in responding to queries, needs to improve on communication, and has a very high staff turnover. Programmatically, they are excellent, but sometimes staff is spread too thin, same for their administrative infrastructure. It was also mentioned that AMSHeR’s impact is regional, but not realised at national level, and that the organisation has improved, but outputs and outcomes need to increase. Among the respondents, 65% indicated that they had been involved in an AMSHeR project. Among those who had been involved in a project with AMSHeR, 7% felt that AMSHeR’s role was poor, 13% said it was fair, 40% good, 33% very good and 7% excellent. Respondents mentioned that AMSHeR was strong at organising and responding to the needs of role-players, that they were supportive and responsive, and had made AMSHeR EXTERNAL EVALUATION REPORT 2017 9

Findings significant contributions to the project. However, challenges raised focused on financial, operational and human resources issues. One respondent, reflecting on partnership felt that: “AMSHeR was solid substantively. Challenges with financial and logistical management, and an unclear understanding of roles and responsibilities caused a bit of a strain. Ultimately, though, the project was a success, and AMSHeR staff are a pleasure to work with.” In terms of AMSHeR’s overall performance as an organisation/coalition, 33% of evaluation respondents said it was fair, 29% rated is as good, 25% as very good and 13% as excellent. Respondents mentioned that AMSHeR is doing good work, but there is low visibility and poor communication, and that they are strong technically, and fair on the financial aspect. 5. Geographic Focus, Membership Strategy and External Partnership Strategy One of AMSHeR’s key strengths is its Pan-Africanist perspective and its diverse membership, across Anglophone, Lusophone and Francophone countries. Nevertheless, AMSHeR is still perceived as predominately Anglophone, and it has had little engagement in North Africa in particular. There are pros and cons of AMSHeR’s membership strategy, which emphasizes the importance of slowly building a strong and diverse membership base rather than seeking to include all LGBT-related civil society groups on the continent. In terms of external partnerships, AMSHeR has been particularly successful at partnering with international organisations (with multilateral organisations, the NGO sector, and among Foundations). The majority of the respondents to the evaluation questionnaire (68%) felt that AMSHeR effectively represents and engages with a broad range of MSM and LGBT populations and issues, as well as perspectives from different regions of Africa. Findings from the interviews clearly show that there is a wide range of views about AMSHeR’s membership model and the membership strategy, including a variety of views on if AMSHeR should even maintain a membership model, as opposed to simply working with a broad range of individuals and organisations that vary according to the goals of different initiatives. Whether or not an organisational membership model is retained, there were constructive suggestions for how AMSHeR might become even more representative. Different respondents called for proactive attention to engaging MSM openly living with HIV, lesbians and bisexual women, a broader range of transgender people (including trans men), and intersex people. Some respondents noted that such populations should also be visibly involved in AMSHeR’s leadership. Although it was felt that AMSHeR was representative geographically, some felt that the organisation needs to bring on board to the membership missing regions, as there is a lack of representation from Northern Africa, and less participation from Francophone and Lusophone countries than from Anglophone countries. Some interview respondents felt that AMSHeR has had a strong track record in Francophone countries, but is seen to be ‘retreating’ a bit because they no longer have resources for the Dakar office and sub- regional programme. Furthermore, while AMSHeR has been able to coordinate groups in most regions, it was suggested that more can be done to facilitate cross learning and engagement amongst its membership. Suggestions include working towards integrating Lusophone actors, especially since AMSHeR already has strong links in Mozambique and at least some track record in Angola. It is also key for AMSHeR to rejuvenate its work in 10 AMSHeR EXTERNAL EVALUATION REPORT 2017

Findings Francophone countries, possibly in a partnership of some sort with AfricaGay (or with an explicit agreement with AfricaGay on which organisation does what work in the Francophonie). Although North Africa is more ‘distant’, not just geographically, but as many interviewees mentioned the current political climate poses some difficulties, a suggestion is a deeper engagement with North Africa (and for example, the capacity to operate in Arabic) might be a medium to long term goal, rather than a short-term goal. While respondents had constructive suggestions about widening AMSHeR’s engagement with different types of LGBT (and intersex) groups and people and with a broader range of countries, it is broadly recognized that full representation is difficult or impossible to achieve. In addition, it was noted that AMSHeR has to maintain active engagement with members, which limits the pace at which it can expand in terms of populations, issues and countries. While everyone seems to appreciate that AMSHeR works at national, regional and global levels, the strongest consensus, especially among interview respondents, is on their national and regional work. Similarly, the majority of the respondents from the external evaluation (72%) felt that AMSHeR’s work was most relevant at the regional level, with 14% feeling that it was most relevant at national and global levels. Reasons provided include they are based in Africa, the only coalition of its kind operating at that level, and are best place to support the work of members. Although it is good for AMSHeR to operate at a regional level, the impact of its work should be measured at a country level. AMSHeR’s global role is clearly appreciated, but perhaps has to be defined more narrowly, not just because there are so many global actors, but because AMSHeR needs to prioritize their national and regional work. The regional representation of its member network continues to give AMSHeR the added advantage it needs to tap into this more, and use it to further its work (e.g., around research and advocacy). All of AMSHeR’s work is interconnected (as the point of international and regional work is ultimately to create local level change), but AMSHeR has a strong regional voice, broad regional membership, and leads civil society working on MSM and LGBT issues within regional spaces. The respondents also felt strongly (71%) that AMSHeR’s work has been most successful at regional level, followed by global level (24%) and national level (5%). Respondents felt that AMSHeR covers most countries in Africa, that they have recognition by global institutions, like the Joint United Nations Programme on HIV/AIDS (UNAIDS), and that they are able to attract the attention of huge international donors like the Global Fund and Ford Foundation. One respondent felt that AMSHeR has done a lot of work regionally, but it has also provided assistance and guidance to its Member Organisations to work at national level. Another respondent mentioned that the significant reshaping of AMSHeR and civil society’s role within it, has been an extremely smart tactical move that has given momentum to local groups, therefore using regional advancements to progress on domestic issues. One the other hand, one respondent felt that reporting done at the regional level is for regional bodies, and that it is not clear how helpful these regional efforts are at the national and local levels. In terms of formal partnership, all participants who were interviewed felt that AMSHeR complements and reinforces the work of other African MSM and LGBT focused networks like Pan-African ILGA, Coalition of African Lesbians (CAL) and AfricaGay. Most felt that AMSHeR worked more closely with CAL, especially at the African Commission, but many also shared that these are very important partnerships that must continue and be strengthened. Interviewees want AMSHeR to maintain and build both its Pan-African AMSHeR EXTERNAL EVALUATION REPORT 2017 11

Findings identity and its role as a regional actor especially vis-à-vis the African Union, which means an openness from AMSHeR to engage with all sub-regions. Although from a Francophone perspective, a respondent from a peer network shared the advantages of partnerships: “AMSHeR has francophone members and AfricaGay is an organisation that is Francophone, they work in the same area so rather than duplicate the work, they can work together and not have duplication. They have the same objectives, together they can reach these objectives. Not seen as competitors, both organisations can work together towards the same goals. No competition, interest of LGBT should be first, organisations on the continent need to sit together and make strategies to reach these objectives, even if every organisation has its own way and ideas, but we can do it together.” 6. Future Directions From 2009 to 2017, AMSHeR has successfully advanced its mission and contributed to the broader movement for the rights of MSM and LGBT individuals and inclusion in Africa, despite a sometimes challenging political environment, growing pains as an organisation, and the typical challenges of membership networks in the NGO sector. AMSHeR is well positioned to continue and accelerate its contributions in the region, given its membership, its Secretariat, its Board, and its established partners and supporters. The transition in Africa’s dominant development paradigm presents important opportunities for AMSHeR and other organisations that emphasize “leaving no one behind”. The majority of the respondents to the evaluation questionnaire (63%) felt that AMSHeR was well suited to respond and adapt to a changing political, legal and social environment, however it should be noted that 26% were undecided. Respondents mentioned that AMSHeR is well suited to respond and adapt because of their resources, passion and expertise, and because they are well-networked, have good partnerships and other relationships. In terms of the AMSHeR team, respondents felt that they have a strong leadership, great capacity, and a management that is visionary, mature and dynamic. Howerver, it was also felt that AMSHeR needs to put in place a stable leadership to discuss key issues, come up with solutions or recommendations, and seek input from in- country organisations. The respondents to the evaluation questionnaire identified the following potential threats to the work AMSHeR will be doing in the coming five years nationally, regionally and globally. Working with key population groups where in some countries it is against the law, human rights barriers or human rights violations against MSM and LGBT individuals, donors focusing on the trans movement, and increased threats and criminalisation of MSM and LGBT individuals due to a popular stance of some major world leaders, such as Trump’s stance, might turn positive efforts so far into negative ones. Other issues would be reduced funding, security of MSM and MSM-led organisations, availability of services, politicised government and the roles of conservative leaders, international non-governmental organisations (INGOs), political backlash particularly at regional and global level, new emerging organisations may take the lead if AMSHeR does not improve its relationship with its members, negative laws or laws that criminalize same sex relationships, losing what is core at the organisation (its membership), the global context, donor apathy, crack down on civil society and the shrinking space, and increases in prosecution of MSM using old laws. Other issues raised were the potential backlash at the regional level, and the possibility of Member Organisations (who govern 12 AMSHeR EXTERNAL EVALUATION REPORT 2017

Findings AMSHeR’s work) having weaknesses that bleed into leadership roles, and organisations competing with AMSHeR for the same resources and activities. Many of the respondents to the evaluation questionnaire agreed (48%) or strongly agreed (24%) that AMSHeR can interrogate and engage on social justice and human rights beyond the major themes that it focuses on, but 28% were undecided. Some respondents felt that AMSHeR was able to do so because the team understands and engages on intersectional issues, and has a background that is not solely focused on MSM and LGBT issues, and because it has already established a profile globally and the impact of its work can be felt by both state and non-state actors, which therefore it can influence change. One respondent mentioned that AMSHeR engages on issues that affect not only MSM and LGBT populations, but also broader populations, and it is occupying its specific space, which is population-specific, and this is appropriate considering other organisations focus on other populations more specifically. However, another respondent mentioned that forming coalitions with other social justice movements is vital to success, for example in the areas of gender justice, economic justice, ethnic minority justice, disabled persons rights, sex workers rights, trans rights, people living with HIV/AIDS’s (PLWHA) rights, etc. By partnering with these groups also works to reduce homophobia among their ranks. The respondents to the evaluation questionnaire provided their views on which areas of work they consider the most important for AMSHeR to focus on moving forward. The most popular was building capacity of its members, followed by more focus on human rights. Other suggestions include strengthening communities, ensuring accountability of governments, advocacy and community mobilisation, improving the grant making process, being able to take action at country level, supporting small grassroots organisations, safe guarding the rights of the MSM and LGBT community using legal processes, and more advocacy and resources for partners. Some respondents suggested more work in the areas of MSM, social justice on health and human rights, human and health rights advocacy, as well as decriminalisation of consensual same sex relations across Africa. Many of the interviewees also felt strongly that AMSHeR should transition to a focus on the Sustainable Development Goals (SDGs), as they must take into account the SDGs commitment of not leaving anyone behind, and work closely with actors at the national, regional and global levels. As one interviewees shared: “AMSHeR will need to develop a plan for implementation and find a way to engage productively within this space, and it’s important to fit in with the language and approach of the SDGs as it is the overarching trend now, AMSHeR needs to move with how the development sector is moving…leaving no one behind”. AMSHeR EXTERNAL EVALUATION REPORT 2017 13

Recommendations On the basis of the evaluation’s findings, the following recommendations are proposed for the consideration of AMSHeR’s management. 1. Mission and Programmes i. While AMSHeR’s mission remains broadly relevant, the organisation should consider explicitly embracing an LGBT identity rather than a MSM/gay male identity. In many ways, the shift has already happened, but AMSHeR should also consider rebranding – perhaps keeping the AMSHER (short) name, but with a different long version, such as “Africans for Sexual Health and Rights”. ii. It is widely acknowledged that AMSHeR’s simultaneous involvement in LGBT health and LGBT human rights, and the links that AMSHeR draws between health and rights, are particularly valuable. With this experience in bridging sectors and perspectives, AMSHeR should also consider explicitly bridging into LGBT-related development issue such as poverty alleviation, education, gender equality and inclusive governance, in the context of the widely-accepted SDGs and the African Union’s Agenda 2063. iii. AMSHeR plays an important role in prevention, capacity development and coordination of emergency responses, when human rights defenders and MSM and LGBT people are under threat. As circumstances and needs vary considerably, it is difficult to anticipate priorities or strategies in this area of work. Nevertheless, it appears that AMSHeR can make a particularly valuable contribution by helping to coordinate and bridge action and response by local groups with action and response by international actors. In parallel, AMSHeR must continue to invest in its own security protocols for the Secretariat and for AMSHeR partners/members. iv. As part of its engagement in HIV work for MSM and gay men, AMSHeR is increasingly collaborating with, and contributing to, the work of other HIV-related ‘key population’ networks – of sex workers, people who use drugs and transgender people. Such collaboration and alliance-building is valuable beyond HIV as well, and AMSHeR should seek opportunities to collaborate programmatically with other networks that will play important roles in the social inclusion (“leave no one behind”) agenda of the SDGs, such as networks of migrants, people with disabilities and ethnic/linguistic minorities. v. AMSHeR’s work at country and regional levels is particularly valuable. While AMSHeR can also make important contributions representing African perspectives and priorities at global level, the global-level landscape is more crowded and having an impact at global level can require considerable engagement of staff time and money. AMSHeR should consider organising a consultation and listening exercise with a range of relevant LGBT actors at global/multilateral level, as well as actors working on global LGBT policy of key donor countries, to identify and prioritize specific niche areas at global level where AMSHeR can achieve the largest return on investment. 14 AMSHeR EXTERNAL EVALUATION REPORT 2017

Recommendations 2. Ways of Working i. While AMSHeR’s Secretariat plays an important role, AMSHeR should explicitly build member engagement (or partner engagement) into much more of its work. It is good to have member capacity development as an explicit strategic objective, but this can also be achieved by leveraging members/partners in all aspects of AMSHeR’s work: doing more facilitation of South-South (peer to peer) support among members/partners; supporting members/partners to raise their own profiles and perspectives at regional and global levels; developing and publishing more tools that are co-branded between multiple members/partners and AMSHeR; and so forth. ii. AMSHeR has recently begun to strengthen its Secretariat’s capacity in communications, monitoring and evaluation, research and knowledge management. These functions are crucially important to the success and value- added of any network, and should be further strengthened as resources permit. 3. Governance, Membership and Secretariat i. Given the pace of leadership change at AMSHeR, and the strengths of current governance arrangements, it is probably not a good time to restructure or change the current Board. However, AMSHeR should consider utilising a structure like a “Council of Allies and Advisors” to broaden and diversify its political support and advisory pool. ii. There is no clear consensus emerging from the evaluation’s research concerning the future of AMSHeR’s membership/partnership model. AMSHeR should therefore conduct a stand-alone exercise to review membership/partnership approaches by other networks (e.g., APCOM, Pan African ILGA, CAL) and to consult broadly on options. Regardless of any changes that may eventually be agreed to the membership/ partnership model, AMSHeR should widen its engagement with different kinds of LGBT groups in different parts of Africa, while being careful to balance expansion with increased engagement with all, including existing members iii. AMSHeR has successfully recruited a strong second-tier of leadership to its Secretariat over the past year. For a relatively small organisation, the Secretariat is already quite diverse, including two senior Francophone staff members and one senior lesbian staff member. While AMSHeR should continue its current policy of hiring expert staff regardless of their gender identity or expression or their sexual orientation, proactive efforts should be undertaken in future recruitments to attract qualified trans people, lesbians and Portuguese speakers as applicants. If AMSHeR decides to actively engage on intersex issues in the future, it will also be important to involve intersex people in the Secretariat staff complement and in organisational leadership. iv. AMSHeR should consult with relevant stakeholders regarding its presence and role in Francophone Africa, including AfricaGay, local NGOs and potential funders. Ideally, AMSHeR will identify resources to have some kind of Secretariat presence in Francophone West Africa, either through a sub-office or through a strong partnership with members and/or with AfricaGay. AMSHeR EXTERNAL EVALUATION REPORT 2017 15

Recommendations 4. Partnerships and Fundraising i. A MSHeR’s ability to function effectively depends on its ability to mobilise resources. Donor priorities also shape AMSHeR’s ability to advance different kinds of programmes. AMSHeR should continue its policy of only accepting grants and contracts of $100,000 a year or more for restricted programme activities, as this means AMSHeR does not directly compete with those of its members, which focus on smaller restricted grants. In addition, for AMSHeR, seeking larger and longer-term restricted funding also balances the importance of fundraising with the costs and risks of administering a large number of small contributions. Nevertheless, given the importance of flexible funding, and of funding for core administrative functions, AMSHeR should consider welcoming a broader range of contributions of non-restricted funding, even under $100,000 a year, as long as the donor reporting requirements are proportionate to their contributions. For example, AMSHeR might be able to raise additional unrestricted funding from income-generating consulting services or from wealthy individuals. ii. A MSHeR has successfully established and maintained a number of valuable technical partnerships with international NGOs and international organisations, including UNDP; the Global Fund to Fight AIDS, Tuberculosis and Malaria; UNAIDS; HIVOS; Heartland Alliance; and others. Such partnerships will usually be driven by opportunities for programmatic collaboration, but AMSHeR should also prioritize further geographic diversification of international NGO partners (to reduce dependency on any one bilateral donor as a source funder, such as the United States Government), technical diversification to facilitate work across the LGBT spectrum (e.g., with UN Women), and diversification across a broader range of health and development issues (e.g., with the Office of the United Nations High Commissioner for Human Rights on stigma reduction or with UNESCO on school bullying related to sexual orientation and gender identity). Partnerships with Brazilian, Portuguese, French and/or Arab-speaking institutions could contribute to the goal of strengthening AMSHeR’s impact in Lusophone, Francophone and North African countries iii. B eyond technical partners and donors, AMSHeR should be broadly open and flexible to a range of partnerships, paying particular attention to the potential to widen impact through closer collaboration with: (1) African human rights institutions and NGOs; (2) African women’s rights and gender equality actors; and (3) African academic institutions. Partnering with for-profit private sector companies is probably less of a priority in the African context at the moment. 16 AMSHeR EXTERNAL EVALUATION REPORT 2017

Management Response to External Evaluation Recommendations Recommendations On the basis of the evaluation’s findings, the following recommendations are proposed for the consideration of AMSHeR’s management. Mission and Programmes • W hile AMSHeR’s mission remains broadly relevant, the organisation should consider explicitly embracing an LGBT identity rather than a MSM/gay male identity. Agreed Although addressing the crisis of the HIV epidemic among men who have sex with men [MSM] was the primary issue that brought them together, the founding members of AMSHeR understood that discrimination based on sexual orientation and gender identity was at the core of exclusion and vulnerability of MSM to HIV. Therefore from inception, the twin pillars of AMSHeR’s programming has focussed primarily on improving access to HIV services for MSM and addressing the human rights of LGBT persons. The focus of AMSHeR’s Law and Human Rights Programme has been, and remains more expansive of LGBT persons in its frame of ‘addressing discrimination based on sexual orientation and gender identity’. • W ith AMSHeR’s experience in bridging the LGBT health and LGBT human rights sectors and perspectives, it should consider explicitly bridging into LGBT-related development issues, such as poverty alleviation, education, gender equality and inclusive governance. Agreed Intersectionality is one of AMSHeR’s guiding philosophies. It is a recognition that there are multiple factors that deepen the vulnerability of any group and therefore it is impossible to address the exclusion that LGBT persons face without acknowledging, interrogating and engaging other intersecting issues such as poverty, education, gender inequality and inclusive governance. AMSHeR will continue to seek out opportunities and partnerships to address exclusion using an intersectional lens. • A MSHeR can make a particularly valuable contribution by helping to coordinate and bridge action and response by local groups with action and response by international actors, and in parallel, must continue to invest in its own security protocols for the Secretariat and members/partners. Agreed Over the past four years, AMSHeR has played a leading role in coordinating emergency response efforts to LGBT persons and SOGI-focussed organisations across Africa, often by moderating the overwhelming influence of well-meaning international partners and the realities of the local context. AMSHeR has supported local activist and groups to develop AMSHeR EXTERNAL EVALUATION REPORT 2017 17

Management Response context-specific security plans that ensure that assistance is offered to those in need in the least disruptive manner. AMSHeR has equally been working with partners across Africa on a Regional Emergency Response and Contingency Mechanism that is not only responsive to crisis but support pro-active interventions to mitigate risks to LGBT persons and organisations. The launch is scheduled for December 2017. • AMSHeR should seek opportunities to collaborate programmatically with other networks that will play important roles in the social inclusion (“leave no one behind”) agenda of the Sustainable Development Goals (SDGs), such as networks of migrants, people with disabilities and ethnic/linguistic minorities. Agreed AMSHeR identifies the opportunity provided by the Social Inclusion ‘leave no one behind’ frame of the SDGs and the African Union Agenda for Development 2063 for intersectional movement building and advocacy work. Over the past two years, AMSHeR has strengthened its partnership and collaboration with other movements including sex workers and groups working on broader Sexual and Reproductive Health and Rights issues. AMSHeR will continue to seek opportunities for similar collaborations as resources and advocacy expediency permits. • A MSHeR should consider organising a consultation and listening exercise with a range of relevant LGBT actors at global/multilateral level, and actors working on global LGBT policy of key donor countries, to identify and prioritize specific niche areas at global level where AMSHeR can achieve the largest return on investment. Agreed Much of the transformation that AMSHeR has undergone over the last couple of years have been as result of a greater recognition on the need to be a listening and learning organisation. This External Evaluation, the first since AMSHeR was established, is one of many efforts aimed at engaging with stakeholders more pro-actively and incorporating valuable input from them into our work. AMSHeR will soon begin the process of developing a new strategic Plan 2019 – 2022 and there will be a number of opportunities to consult and listen to relevant LGBT actors at global and national levels to ensure that AMSHeR is adding value where it is most impactful. Ways of Working • A MSHeR should explicitly build member and partner engagement into much more of its work, by leveraging members and partners in all aspects of AMSHeR’s work: doing more facilitation of South-South (peer to peer) support among members/partners; supporting members/partners to raise their own profiles and perspectives at regional and global levels; developing and publishing more tools that are co-branded between multiple members/partners and AMSHeR; and so forth. Agreed AMSHeR has recently begun to strengthen its Secretariat’s capacity in Communications, Monitoring and Evaluation, Research and Knowledge Management functions that are crucially important to its success, and should be further strengthened as resources permit. 18 AMSHeR EXTERNAL EVALUATION REPORT 2017

Management Response Governance, Membership and Secretariat • Given the pace of leadership change at AMSHeR, and the strengths of current governance arrangements, it is probably not a good time to restructure or change the current Board, but AMSHeR should consider utilising a structure like a “Council of Allies and Advisors” to broaden and diversify its political support and advisory pool. Agreed AMSHeR adopted a new constitution in 2016 that created the categories of ‘Advisory Committees’ and ‘Council of Patrons’ within its Governance structure. This step was borne out of an acknowledgement that there are certain Technical Advisory and political influence support that the organisation requires outside of those within the pre-existing bodies – The Governance Board and Steering Committee. These new bodies will be operationalised in the coming period. • AMSHeR should conduct a stand-alone exercise to review membership/partnership approaches by other networks (e.g., APCOM, Pan African ILGA, CAL), and to consult broadly on options, and regardless of any changes that may eventually be agreed to the membership/partnership model, AMSHeR should widen its engagement with different kinds of LGBT groups in different parts of Africa. Partly agree AMSHeR has had perennial conversations on what an ideal membership model looks like. While no model is bereft of cons, the organisation has decided to ensure that its membership remain representative of issues rather than quantity. At inception the need to ensure representation at linguistic [Anglo-, Franco- and Luso-phone], sub-regional [West, Central, East and Southern Africa] and legal system [Common Law, Civil Law and Roman-Dutch] levels. In 2012, new members were admitted to address linguistic [Francophone and Swahili-speaking] and sub-Regional [Francophone West Africa] gaps. Conversations are on-going on the representation of the Island countries of Africa, North Africa and Arab-speaking countries. AMSHeR’s 2016 Constitution provides clearer parameters for admitting new members while making strict provisions on the responsibility of the organisation to its members, and vice versa. This requires a pragmatic and responsible approach to expanding the membership to ensure that these obligations are fulfilled. That said, membership is not a prerequisite for AMSHeR’s programmatic operations as the Secretariat maintains technical and programmatic relationships with a number of LGBT organisations across Africa who are not part of the formal membership. • A MSHeR should continue its current policy of hiring expert staff regardless of their gender identity or expression or their sexual orientation, and proactive efforts should be undertaken in future recruitments to attract qualified trans people, lesbians, intersex (if AMSHeR decides to engage on intersex issues) and Portuguese speakers as applicants. Agreed AMSHeR will continue to hire expert staff who are committed to the mandate of AMSHeR and passionate at social justice issues in Africa regardless of sexual orientation and gender identity. We do however acknowledge the human face and empathy that members of our communities bring to the team and so we will continue to give priority to expert staff from within the LGBT community. We live the principle – ‘Nothing for us without us’. AMSHeR EXTERNAL EVALUATION REPORT 2017 19

Management Response We are currently hiring a Project Officer for Lusophone Africa work. With this hire, our Secretariat will have staff covering the four-main linguistic grouping of our membership – Anglophone, Francophone, Lusophone and Swahili-phone. • AMSHeR should consult with relevant stakeholders regarding its presence and role in Francophone Africa, including AfricaGay, local NGOs and potential funders, as well as identify resources to have some kind of Secretariat presence in Francophone West Africa. Agreed AMSHeR recognised the need to strengthen SOGI advocacy and develop LGBT community leaders in Francophone Africa. With the support of 3.5-year grant from the European Commission we maintained a Regional Office for Francophone Africa in Dakar, Senegal for the duration of the Grant and from there implemented programmes in 10 Francophone Africa countries. As part of the organisational transformation beginning in 2015 and also owing to funding challenges the Regional Office was temporarily closed. The Francophone Regional Office will reopen in 2018. Partnerships and Fundraising • AMSHeR should continue its policy of only accepting grants and contracts of $100,000 a year or more for restricted programme activities, as this means AMSHeR does not directly compete with those of its members which focus on smaller restricted grants. In addition, for AMSHeR, seeking larger and longer-term restricted funding also balances the importance of fundraising with the costs and risks of administering a large number of small contributions. AMSHeR should also consider welcoming a broader range of contributions of non-restricted funding, even under $100,000 a year, as long as the donor reporting requirements are proportionate to their contributions. Agreed The Secretariat will continue to seek out multi-year funding partnerships with non- restricted portions that respond to our complex and volatile regional context effectively. The Secretariat will continue to direct funding opportunities under $100,00 per annum to our member organisations as part of the commitment to strengthening the grant management capacity and guarantee sustainable funding for their work • A MSHeR should prioritize further geographic diversification of international NGO partners, technical diversification to facilitate work across the LGBT spectrum, and diversification across a broader range of health and development issues. Partnerships with Brazilian, Portuguese, French and/or Arab-speaking institutions could contribute to the goal of strengthening AMSHeR’s impact in Lusophone, Francophone and North African countries. Agree AMSHeR will continue to partner with international NGO partners across the Globe who share a common philosophy and politics of our work. • B eyond technical partners and donors, AMSHeR should be broadly open and flexible to a range of partnerships, paying particular attention to the potential to widen impact through closer collaboration with: (1) African human rights institutions and NGOs; (2) African women’s rights and gender equality actors; and (3) African academic institutions. Agreed 20 AMSHeR EXTERNAL EVALUATION REPORT 2017

Technical Annexes Annex 1: External Evaluation Questionnaire DEMOGRAPHICS 1. W hat is your name and surname (OPTIONAL should you wish not to remain anonymous) 2. What is your sex? ❑ Male ❑ Female ❑ Intersex ❑ Other 3. What is your age? ❑ Under 18 ❑ 18-24 years ❑ 25-34 years ❑ 35-44 years ❑ 45-54 years ❑ 55-64 years ❑ 65+ years 4. What type of organisation do you work for? ❑ Donor ❑ Government ❑ Non-Governmental Organisation ❑ Private ❑ Other: __________________ 5. What is your position in your organisation? 6. In what country does your organisation operate in? RELATIONSHIP WITH AMSHER 7. What is your relationship with AMSHeR? ❑ Board Member ❑ Funder/Donor ❑ Member Organisation ❑ Partner ❑ Stakeholder ❑ Other: ____________ AMSHeR EXTERNAL EVALUATION REPORT 2017 21

Annex 1: External Evaluation Questionnaire 8. Are you in a formal partnership with AMSHeR? ❑ Yes (go to Q.9) ❑ N o (go to Q.13) - should you be interested in entering into a partnership with AMSHeR please give us your details. 9. How long has your organisation been in partnership with AMSHeR? ❑ Less than 1 year ❑ 1-2 years ❑ 3-5 years ❑ Over 5 years 10. Please describe your partnership with AMSHeR? 11. How would you rate this partnership? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 12. How can AMSHeR’s relationship with you/your organisation be improved? 13. A re there other partnerships that are critical to AMSHeR’s work that you feel should be developed or strengthened? AMSHER AS AN ORGANISATION 14. How would you rate AMSHeR’s performance as an organisation/coalition? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 15. H ow representative is AMSHeR of MSM/LGBT issues and groups in the regions of Africa? ❑ Not Fully Representative ❑ Not Representative ❑ Undecided ❑ Representative ❑ Fully Representative Please tell us why? 16. How and where should AMSHeR increase its representativeness? 22 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 1: External Evaluation Questionnaire 17. How do you perceive AMSHeR’s governance at Board level? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 18. How do you perceive the leadership of AMSHeR’s Secretariat? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 19. How can AMSHeR improve its leadership? 20. How would you rate AMSHeR’s efficiency as an organisation? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 21. How can AMSHeR improve its efficiency? COMMUNICATION 22. How do you get information about AMSHeR and its work? 23. How did you learn about AMSHeR and its work? 24. How do you receive information about AMSHeR? 25. How is AMSHeR’s communication with you? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 26. How can AMSHeR improve its communication? AMSHeR EXTERNAL EVALUATION REPORT 2017 23

Annex 1: External Evaluation Questionnaire AMSHER’S WORK 27. Have you been involved in an AMSHeR project in any capacity? ❑ Yes (go to Q.28) ❑ No (go to Q. 30) 28. How would you rate AMSHeR’s role in that project? ❑ Poor ❑ Fair ❑ Good ❑ Very Good ❑ Excellent Please tell us why? 29. How can AMSHeR improve its involvement in future projects? 30. AMSHeR is a critical voice on MSM/LGBT issues in Africa/globally? ❑ Strongly Disagree ❑ Disagree ❑ Undecided ❑ Agree ❑ Strongly Agree Please tell us why? 31. A MSHeR’s role is uniquely different from other NGOs working on MSM/LGBT issues in Africa/globally? ❑ Strongly Disagree ❑ Disagree ❑ Undecided ❑ Agree ❑ Strongly Agree Please tell us why? 32. Where do you see AMSHeR’s work as being the most relevant? ❑ National level ❑ Regional level (Africa) ❑ Global level Please tell us why: 33. Where do you think AMSHeR’s work has been most successful? ❑ National level ❑ Regional level (Africa) ❑ Global level Please tell us why: 24 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 1: External Evaluation Questionnaire 34.  Any suggestions on how AMSHeR can improve the work it is doing at country/ regional/global level to better address the changing environment around MSM and LGBT issues? 35. H ow suited is AMSHeR to respond and adapt to a changing political, legal and social environment? ❑ Not very well suited ❑ Not well suited ❑ Undecided ❑ Well suited ❑ Very well suited Please tell us why? 36. W hat are potential threats to the work AMSHeR is doing in the coming 5 years nationally/regionally/globally? 37. How should AMSHeR respond to these potential threats? 38. H ow strongly do you agree or disagree that AMSHeR can interrogate and engage on social justice and human rights beyond the major themes that it focuses on? ❑ Strongly Disagree ❑ Disagree ❑ Undecided ❑ Agree ❑ Strongly Agree Please tell us why? 39. W hat would you consider AMSHeR’s unique selling point or most competitive advantage in the area of its work? 40. W hat would you consider the most important area of work that AMSHeR should focus on? FINAL THOUGHTS 41. Any final thoughts you want to share about AMSHeR? 42. P lease let us know if you would like to provide more detail regarding some of your answers, and we will set up an interview with you. Please leave your contact details below. Name: Organisation: Country: Email: Telephone: AMSHeR EXTERNAL EVALUATION REPORT 2017 25

Annex 2: Mid-Term Review Questionnaire Annex 2: Mid-Term Review Questionnaire MID-TERM REVIEW: AMSHeR Strategic Plan 2015-2018 We want your views on AMSHeR’s performance and impact African Men for Sexual Health and Rights (AMSHeR) is a regional coalition of 18 organisations in Africa working with men who have sex with men (MSM), lesbian, gay, bisexual and transgender (LGBT) individuals. Through advocacy and capacity strengthening, AMSHeR works to promote non-discrimination, particularly based on sexual orientation and gender identity, and to advance access to quality health service for MSM/ LGBT individuals in Africa. AMSHeR provides a platform for exchange, learning, and advocacy among grassroots MSM/LGBT organisations, human rights organisations, national agencies, and other stakeholders working with and/or for MSM/LGBT communities in Africa. Following a period of intense organisational renewal, AMSHeR moved forward with a new Strategic Plan in 2015 comprised of five thematic areas and three strategic objectives. The five thematic areas include capacity strengthening, advocacy, research and knowledge management, emergency management, and partnerships. The three strategic objectives are: (1) improved policy framework guaranteeing access to quality health services for MSM/LGBT individual; (2) improved response to stigma, discrimination and violations based on sexuality and gender in Africa; and (3) strengthened organisational capacity of AMSHeR (Secretariat and Membership) for sustainability in governance, advocacy and service-delivery. AMSHeR is now at the mid-point of the period covered by the 2015-2018 Strategic Plan. To maintain this momentum over the remaining period of the plan, a Mid-term Review is being conducted, and the results of this review will allow AMSHeR’s Steering Committee and Board to take stock of successes, challenges and lessons learned. This will in turn guide the organisation to make any needed adjustments over the next 18-months, to ensure that AMSHeR continues to achieve meaningful results for its members and for MSM and LGBT constituencies across the continent As an AMSHeR Member Organisation, we would appreciate if you could take a few minutes to complete this Mid-term Review survey. Thank you. 26 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 2: Mid-Term Review Questionnaire DEMOGRAPHICS Sex ❑ Female ❑ Male ❑ Intersex ❑ Other Age ❑ Under 18 ❑ 18-24 years ❑ 25-34 years ❑ 35-44 years ❑ 45-54 years ❑ 45-64 years ❑ 65+ years Education Level ❑ Matric/High School ❑ Vocational or technical school ❑ Bachelor degree ❑ Postgraduate or professional degree ❑ Other: ________ Type of Organisation ❑ Non-Governmental Organisation ❑ Foundation ❑ Government ❑ Private ❑ Other: __________________ Size of Organisation ❑ Less than 5 employees ❑ 5-10 employees ❑ 10-25 employees ❑ 25+ employees Position in Organisation ❑ Administrative ❑ Officer ❑ Manager ❑ Director ❑ Programme Administrator / Officer ❑ Peer Educator AMSHeR EXTERNAL EVALUATION REPORT 2017 27

Annex 2: Mid-Term Review Questionnaire ❑ Social Worker ❑ Health services provider / worker ❑ Other: ___________ Main focus of Organisation ❑ Research ❑ Advocacy ❑ Education ❑ Human Rights ❑ Capacity Building ❑ HIV service delivery ❑ Legal / Paralegal services ❑ Other:________ Annual Budget of Organisation (USD) ❑ $0 – $100 000 ❑ $100 000 – $500 000 ❑ $500 000 – $1 000 000 ❑ $1 000 000 + Country ❑ Burundi ❑ Cameroun ❑ Core d’Ivoire ❑ Ghana ❑ Kenya ❑ Malawi ❑ Mozambique ❑ Namibia ❑ Nigeria ❑ South Africa ❑ Tanzania ❑ Togo ❑ Uganda ❑ Zambia ❑ Zimbabwe ❑ Other: __________ 28 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 2: Mid-Term Review Questionnaire STRATEGIC OBJECTIVE 1 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has contributed to an Strongly improved policy framework Agree guaranteeing access to quality health services for MSM/LGBT individuals in Africa. Please tell us why: Strategic Objective 1: Intermediate Outcome Result 1 Strongly Disagree Undecided Agree Disagree AMSHeR has contributed to an increase in policy development and implementation at country level that promotes access to quality health services for MSM/LGBT. AMSHeR has contributed to an increase in policy development and implementation at country level that is inclusive of the needs of MSM/LGBT. Please tell us why: AMSHeR has contributed to an increase in policy development and implementation at regional level that promotes access to quality health services for MSM/LGBT. AMSHeR has contributed to an increase policy development and implementation at regional level that is inclusive of the needs of MSM/LGBT. Please tell us why: AMSHeR has contributed to an increase in policy development and implementation at global level that promotes access to quality health services for MSM/LGBT. AMSHeR has contributed to an increase in policy development and implementation at global level that is inclusive of the needs of MSM/LGBT. Please tell us why: AMSHeR EXTERNAL EVALUATION REPORT 2017 29

Annex 2: Mid-Term Review Questionnaire Strategic Objective 1: Immediate Outcome Result 1.1 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has contributed to an Strongly increase in knowledge and Agree understanding of MSM/LGBTI health needs and enabling policy framework Strongly by policymakers Agree AMSHeR has contributed to an increase in knowledge and understanding of MSM/LGBTI health needs and enabling policy framework by stakeholders AMSHeR has contributed to an increase in knowledge and understanding of MSM/LGBTI health needs and enabling policy framework by health service providers Please tell us why: Strategic Objective 1: Immediate Outcome Result 1.2 Strongly Disagree Undecided Agree Disagree AMSHeR has contributed to an increase in the availability of credible evidence on MSM/LGBTI health needs (Referral on Quality of Service for MSM/LGBT individuals) AMSHeR has contributed to an increase in accessibility to credible evidence on MSM/LGBTI health needs (Referral on Quality of Service for MSM/LGBT individuals) Please tell us why: Strategic Objective 1: Intermediate Outcome Result 2 Strongly Disagree Undecided Agree Disagree AMSHeR has contributed to an increase in awareness of improvements in policy framework and implementation to address barriers to access to quality health services by MSM/LGBT individuals Please tell us why: 30 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 2: Mid-Term Review Questionnaire Strategic Objective 1: Immediate Outcome Result 2.1 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has contributed to an increase in communication of improvements in policy framework and implementation to address barriers to access quality health services to MSM/LGBT individuals Please tell us why: STRATEGIC OBJECTIVE 2 Strongly Disagree Undecided Agree Strongly Disagree Agree Agree AMSHeR has contributed to an Strongly improvement in the response to Agree stigma based on sexuality and gender in Africa. AMSHeR has contributed to an improvement in the response to discrimination based on sexuality and gender in Africa AMSHeR has contributed to an improvement in the response to violations based on sexuality and gender in Africa Please tell us why: Strategic Objective 2: Intermediate Outcome Result 1 Strongly Disagree Undecided Disagree AMSHeR has contributed to an increase in the promotion of respect for sexual/gender diversity and human rights among policy makers AMSHeR has contributed to an increase in the promotion of respect for sexual/gender diversity and human rights among public officials AMSHeR has contributed to an increase in the promotion of respect for sexual/gender diversity and human rights among other stakeholders AMSHeR EXTERNAL EVALUATION REPORT 2017 31

Annex 2: Mid-Term Review Questionnaire AMSHeR has contributed to an increase in the promotion of respect for sexual/gender diversity and human rights among institutions Please tell us why: Strategic Objective 2: Immediate Outcome Result 1.1 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has contributed to an Strongly increase in the knowledge and Agree understanding of sexual/gender diversity and human rights among policymakers (through evidence- based knowledge production and management) AMSHeR has contributed to an increase in the knowledge and understanding of sexual/gender diversity and human rights among public officials (through evidence- based knowledge production and management) AMSHeR has contributed to an increase in the knowledge and understanding of sexual/gender diversity and human rights among other stakeholders (through evidence-based knowledge production and management) Please tell us why: Strategic Objective 2: Intermediate Outcome Result 2 Strongly Disagree Undecided Agree Disagree AMSHeR has contributed to an increase in the accountability of perpetrators of discrimination and violations based on sexuality and gender by the relevant State institutions and redress to survivors Please tell us why: 32 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 2: Mid-Term Review Questionnaire Strategic Objective 2: Immediate Outcome Result 2.2 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has contributed to an increase in knowledge of the obligation to hold perpetrators of discrimination and violations based on sexuality and gender to justice by the judiciary, and provide redress for survivors AMSHeR has contributed to an increase in knowledge of the obligation to hold perpetrators of discrimination and violations based on sexuality and gender to justice by law enforcement agencies, and provide redress for survivors AMSHeR has contributed to an increase in knowledge of the obligation to hold perpetrators of discrimination and violations based on sexuality and gender to justice by other relevant institutions, and provide redress for survivors Please tell us why: STRATEGIC OBJECTIVE 3 Strategic Objective 3: Intermediate Outcome Result 1 Strongly Disagree Undecided Agree Strongly Disagree Agree AMSHeR has improved the implementation of its Organisational Capacity Assessment Plan in: Governance AMSHeR has improved the implementation of its Organisational Capacity Assessment Plan in: Structures & Systems AMSHeR has improved the implementation of its Organisational Capacity Assessment Plan in: Financial, Human Resources, and Programme Management AMSHeR EXTERNAL EVALUATION REPORT 2017 33

Annex 2: Mid-Term Review Questionnaire AMSHeR has improved the implementation of its Organisational Capacity Assessment Plan in: Planning, Monitoring and Evaluation AMSHeR has improved the implementation of its Organisational Capacity Assessment Plan in: Knowledge Management Please tell us why: Strategic Objective 3: Intermediate Outcome Result 2 Strongly Disagree Undecided Agree Strongly Disagree Agree There is an increased recognition of Strongly AMSHeR as a stronger and more Agree sustainable coalition with leadership on MSM/LGBTI sexual health and rights issues in Africa. Please tell us why: Strategic Objective 3: Immediate Outcome Result 2.1 Strongly Disagree Undecided Agree Disagree AMSHeR has contributed to an increase in the visibility of its sexual health and rights work through more effective communication AMSHeR has contributed to an increase in the visibility of its sexual health and rights work through more effective engagement with relevant stakeholders AMSHeR has contributed to an increase in the visibility of its sexual health and rights work through more effective engagement in relevant forums Please tell us why: Please describe how the environment in your country is changing in relation to: 1. Legal policy framework around MSM/LGBT issues 2. Socio-political context around MSM/LGBT issues 3. Funding around MSM/LGBT issues 4. Health services delivery around MSM/LGBT issues 5. Other (please specify) 34 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 3: Guide for Semi-Structured Interviews Annex 3: Guide for Semi-Structured Interviews AMSHeR has commissioned an external evaluation to help assess its experiences over the past two years and to guide its future directions. A SurveyMonkey online questionnaire has already been conducted among many AMSHeR stakeholders to identify key issues, impressions of AMSHeR performance and suggestions for the future. This conversation guide is intended to guide a series of follow-up telephone interviews to explore certain issues in more depth. Each conversation should last approximately 45 minutes. Introduction 1. W ould you prefer your comments and responses to this interview to be anonymous or for attribution? 2. Can you briefly describe the nature of your relationship to AMSHeR? How familiar would you say that you are with AMSHeR’s work over the last two years? Substantive Focus of AMSHeR Work AMSHeR works on several strategic objectives: • Influencing policy for more inclusive HIV and health services for LGBT; • Strengthening responses to stigma, discrimination and human rights violations; and • S trengthening the capacity for sustainable action by AMSHeR members and the AMSHeR Secretariat. 3. D o you think that AMSHeR is balancing those three strategic objectives appropriately? Looking to the future, which of these three do you see as the most important and why? 4. There are also several initiatives / organisations involved in supporting urgent responses to LGBT-related violations of human rights in Africa (and attacks on human rights defenders). Are you familiar with AMSHeR’s work in this area? If so, what do you see as AMSHeR’s main value-added? How would you see AMSHeR complementing (and positioning itself) vis-à-vis other actors in this space? 5. Since AMSHeR was first established, the broader development sector has transitioned from a focus on the Millennium Development Goals (MDGs) to the Sustainable Development Goals (SDGs). Do you think that AMSHeR should be changing its approach or focus on LGBT rights in response to the SDGs, and if so, why and how? AMSHeR Influence on Policy 6. C an you think of a particular issue where AMSHeR has been a particularly effective policy and advocacy actor over the last five years? 7. D o you think that AMSHeR complements and reinforces the work of other African LGBTI focused networks like Pan-African ILGA, Coalition of African Lesbians and AfricaGay? How could their partnerships and complementarities be even stronger? 8. What would you see as key policy and advocacy priorities for AMSHeR in the next 12 to 18 months? In the next three to five years? AMSHeR EXTERNAL EVALUATION REPORT 2017 35

Annex 3: Guide for Semi-Structured Interviews Geographic Focus of AMSHeR Work 9. Do you think that AMSHeR is engaged in: (1) an appropriate mix of supporting country- level actors, (2) influencing regional policy, and (3) being a voice for African LGBT issues in global forums? Do you think it is most important for AMSHeR to focus at country level, regional level or global level? Why? 10. As you may know, AMSHeR has 18 members in 13 countries. There has been an active debate about the pros and cons of widening the AMSHeR membership to more organisations – in more countries, working with more LGBT or I populations, and/or working in different ways on LGBT issues. What do you see as the potential risks and benefits of expanding the membership? Do you think AMSHeR should do so over the next two or three years? If so, what kind of new members do you think should be prioritized and why? Partnerships 11. There are a large number of potential partnerships for AMSHeR – ‘traditional’ human rights NGOs, LGBT-positive multinational corporations active in Africa, women’s rights / gender equality actors, African academic institutions, liberal/open-minded religious networks and institutions in Africa, and so on. What would you see as the top two or three priorities for partnership building and why? Conclusion 12. Do you have any further comments or suggestions from your engagement with AMSHeR that you would like to share with us? 36 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 4: External Evaluation Findings and Discussion Annex 4: External Evaluation Findings and Discussion Demographics A total of 34 individuals responded to the External Review Questionnaire. Among the 34 respondents, 32 responded in English (94%) and 2 in French (6%) (see Figure 1). In terms of sex, 65% were male, 29% were female and 6% identified themselves as “Other” (see Figure 2). ■ F igure 1: Respondents per language ■ F igure 2: Sex of respondents 6% 6% 29% 94% 65% English French Female Male Other In total, 18% of the respondents were aged between 25 to 34 years, 41% between 35 to 44 years, 29% between 45-54 years and 12% between 55-64 years (see Figure 3). ■ F igure 3: Age of respondents 55-64 years 12% 45-54 years 35-44 years 29% 25-34 years 41% 18% Among the 34 respondents, 12% were donors, 6% worked in the government, 56% in non- governmental organisations, 3% in the private sector and 23% in other organisations such as multilateral agencies, international organisations, academia or as consultants (see Figure 4). With regards to their positions, the respondents were Directors (13), Project Coordinators (7), Advisors (6), Programme Manager (2), Advocates (1), Legal Assistant (1), Consultant (1), Instructor (1) and Judge (1). AMSHeR EXTERNAL EVALUATION REPORT 2017 37

Annex 3: Guide for Semi-Structured Interviews ■ F igure 4: Type of organisation worked at by respondents 12% Donor 6% Government 56% Non Government Organisation 3% Private 23% Other The respondents originated from a variety of countries (see Figure 5), including International (all countries) (28%), All African countries (3%), Sub-Saharan Africa (9%), South Africa (9%), United Kingdom (3%), United States (3%), Zambia (6%), Zimbabwe (9%), Kenya (9%), Malawi (3%), Sénégal (3%), Mozambique (3%), Ghana (3%), Switzerland (3%), Ivory Coast (3%) and Togo (3%) ■ F igure 5: Country of respondents 3% United States 3% United Kingdom 3% Switerland 3% Togo 3% Ivory Coast 3% Ghana 3% Mozambique 3% Senegal 3% Malawi 9% Kenya 9% Zimbabawe 6% Zambia 9% South Africa 9% Sub Saharan Africa 3% All African countries 28% International (all countries) 38 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 4: External Evaluation Findings and Discussion Theme 1: Relationship with AMSHeR This External Evaluation seeks to better understand the relationship AMSHeR has with the outside world. Respondents were asked in what capacity was their relationship with AMSHeR, results show that some were Board Members (5), Funders/Donors (6), Member Organisations (4), Partners (19) or Stakeholders (4)*. Among the 34 respondents, only 12 indicated that they were in a formal partnership with AMSHeR, with 16% saying that this partnership was for less than 1 year, 5% between 1-2 years, 42% between 3-5 years and 37% for more than 5 years (see Figure 6). It can therefore be said that the majority of these respondents have been in a formal partnership with AMSHeR for more than three years. ■ Figure 6: Length of partnership with AMSHeR 16% Less than a year 5% 1-2 years 42% 3-5 years 37% Over 5 years Partnership with AMSHeR 39 The partnerships between the respondents and AMSHeR varied, from working together on a joint analysis of Key Population funding, the Emergence Response Plan (ER) for Key Population communities in the United Republic of Tanzania, or working with on regional and international advocacy or human rights projects. Others worked with AMSHeR as consultants, as Board Members, or AMSHeR is one of their grantees (part of a funded Consortia). Some respondents described their relationship as one of AMSHeR’s network members, Steering Committee members or a programmatic partner co-implementing projects with AMSHeR (with funding relationships), as well as collaborative partners in various advocacy initiatives (no funding relationship). One respondent was part of the initial meeting to start AMSHeR in Cape Town South Africa to support Men’s Sexual Health and Rights in Africa as Apcom within the region, while another indicates receiving several capacity building and programmes support with the last few years including general support. One respondent mentioned that “As a member of AMSHeR, we have partnered in a number of areas including but not limited to advocacy, capacity strengthening, research and project implementation” In terms of how these respondents rated their relationship with AMSHeR, 5% felt it was poor, while 28% felt it was fair, 28% good, 34% very good and 5% excellent (see Figure 7). One respondent described their relationship with AMSHeR as one of understanding and respect of each other’s values and principles. Another said that they value the partnership with AMSHeR because it is based on mutual trust, confidence, frankness, and because they shared political views on the LGBT global and regional movement. Other comments * It should be noted that some respondents are partners in more than one capacity (hence why the total is 38). AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 3: Guide for Semi-Structured Interviews include staff members are of high quality, engaged, strategic thinkers and passionate experts, and the work done together is impactful, intelligent and worthwhile. Communication between the partnership is cordial, and AMSHeR always strives to share reports and allow for input in the processes it undertakes, and there is meaningful engagement and shared responsibilities. Another respondent mentioned that the substantive quality of the work AMSHeR does is quite high, but there remains a question on where their collaboration falls relative to other programmatic priorities of the organisation, and in some cases it feels that the collaborative work may not be the highest priority. In the same light, some respondents felt that there is a need for improved relationship with partners and there are some financial issues. Some respondents made mention of AMSHeR’s restructuring, and felt that the organisation was under staffed, hence why there was some difficulties within the organisation, and there have been performance challenges towards delivering outputs and outcomes and budgetary issues. Another said that during this crisis they had witnessed the challenges of the organisation and distress of staff members, and how this may have impacted their work. Although some comments were less positive, one respondent felt that: “I think there is more room for improvement, but AMSHeR is doing great despite the challenges within the region.” ■ Figure 7: Rating of partnership with AMSHeR 5% Excellent 34% Very good 28% Good 28% Fair 5% Poor Respondents felt that AMSHeR’s relationship with them or their organisation could be improved by having continuous collaborations and engagement, widen the realm of communication with multiple entry points of contact, such as programme implementers and Board members (in addition to the Executive Director), ensure more regular communication, including on challenges, and better planning rather than last minute operating mode, increase communication to external partners, improve capacity systems for their partners such as more funding opportunities, increase AMSHeR staff complement to better respond to organisational needs, increase responsiveness, transparency, accountability and impact, improve coordination at country level, increase sharing developments and experiences, better formalize partnerships, increase urgency to delivery outputs and outcomes, future collaborations need to nurtured, strengthening partnerships in continuing to collaborate strategically in a number of areas including policy and legal reform, as well as advocacy regionally and internationally, and finally a more realistic development of implementation plans and budgeting, as well as respond quickly to challenges that could not be planned for in advance. 40 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 4: External Evaluation Findings and Discussion Critical Partnerships for AMSHeR The respondents felt that several other partnerships are critical to AMSHeR’s work and should be further developed and strengthened. For example, working with human right defenders, local advocates and legal institution (i.e., the police). One respondent suggested that a strategic partnership with MSM Consortia would be helpful, and that AMSHeR may want to re-assess its strategic partnerships with organisations and networks and identify value added of those partnerships (i.e., with EANNASO). Other suggestions were cross regional partnerships, partnering with regional and international organisations, such as the Southern Africa Trans Forum and GATE, with organisations that deal with other aspects of discrimination (relating to racism, xenophobia, etc.), regional and global human rights advocates and researchers or academia. Further partnerships could be with indigenous organisations and groups, UN agencies or funders on health and human rights, regional bodies, African Union and sub-regional bodies (i.e., EAC, SADC, ECOWAS) with regard to their role on health, human rights and social agenda, and finally AMSHeR should strengthen its partnership with other regional human rights networks and not just health. Theme 2: AMSHeR as an Organisation AMSHeR’s Performance One of the objectives of this external evaluation was to better understand how AMSHeR is seen as an organisation. With regards to AMSHeR’s performance as an organisation/ coalition, 33% said it was fair, 29% as good, 25% as very good and 13% as excellent (see Figure 8). Respondents mentioned that AMSHeR is doing good work, but there is low visibility and poor communication, and that they are strong on the technical area, but fair on the financial aspect. Other positive aspects are the quality of staff, especially the leadership, how AMSHeR has positioned itself as leader on LGBT issues and has gained an incomparable reputation globally, is effective at regional platforms and has a strong influence at that level, has the ability to navigate complex politics of a coalition, has regional and global impact, and has done a good job in securing rights of MSM & LGBT issues. Some respondents also felt that AMSHeR stands out in the region on matters of health and human rights, has filled a void, has innovative strategies, has a strong focus on men’s health, has created its niche in the sector by bringing together national organisations to address regional issues at the African Commission on Human and Peoples’ Rights, stands out as a resource on HIV/AIDs and human rights. AMSHeR has been successful at addressing discrimination against LGBT/MSM community members. It has been able to sustain and grow its membership. It has also been able to represent its membership in a number of strategic areas such as its work with the African Commission, ICASA and IAC. Although AMSHeR has gone through difficult times it has managed to succeed, although it needs to continue the work in the region, it also needs to work internally, strengthening its systems and structures in order to better respond to the challenges it faces. Although there were several positive comments some respondents felt that a network such as AMSHeR should serve a convening and communicating role, and not much more. AMSHeR has gone too far in its programming, whereby it is implementing too much, when MSM/LGBT colleagues at the national and local level should be the one’s implementing. AMSHeR has done a fair job at convening pre-conferences at regional HIV AMSHeR EXTERNAL EVALUATION REPORT 2017 41

Annex 3: Guide for Semi-Structured Interviews conferences (but not at regional LGBT conferences). AMSHeR had a strong communication arm, which as of late seems to have dropped off. These comments sum up how positive AMSHeR performance as an organisation has been. “You are the definition of an umbrella organisation, in the best possible way, in the most meaningful way. You are strong but inclusive, you know how to build consensus and cohesion. Hell, you are an original idea.” ■ Figure 8: Rating of AMSHeR’s performance as an organisation/coalition 13% Excellent 25% Very good 29% Good 33% Fair AMSHeR’s Representativenes The majority of the respondents (68%) felt that AMSHeR was representative of MSM/ LGBT issues and groups in the regions of Africa (see Figure 9). Comments from respondents were that AMSHeR is an MSM organisation trying to be all things to all key populations. Most respondents felt that AMSHeR was representative, but more is needed. For example, AMSHeR is representative, however, since no anyone else speaks on behalf of the network, including their members, one assumes that it can be strengthened. Moreover, attention needs also to be paid for engaging with MSM living with HIV. Another respondent said that AMSHeR is fully representative of LGBT/MSM issues, however, as it happens in identity-led movements, it has been questioned for having a male-led leadership. Although this is not a detriment to AMSHeR’s professionalism and ability to fully represent LGBT issues, it has been used to question AMSHeR legitimacy to speak for LTI communities. It was also mentioned that full representation can seldom be achieved, AMSHeR are doing really well given that fact, but more trans-men issues need coverage. Also, when you look at its membership, AMSHeR is representative, but there is a risk of losing that if the membership is not fully engaged with the Secretariat. One respondent said that AMSHeR is representative MSM issues, but of all LGBT perhaps not as much. It is not clear how AMSHeR work with lesbians. However, one respondent felt that despite the fact that the name does not indicate the inclusion of lesbians, its advocacy initiative at both regional and global level takes into account issues of all LGBT inclusively. As one respondent says: “The organisation has good coverage geographically and - to a certain extent thematically (HIV, human rights, other programming areas) - to be truly LGBT inclusive, though, there could be work done around underrepresented groups (like lesbian women) - although I’m not sure to what extent that is a priority, given the male focus of the organisation.” 42 AMSHeR EXTERNAL EVALUATION REPORT 2017

Annex 4: External Evaluation Findings and Discussion One respondent felt that AMSHeR membership is Anglophone dominated, and this impacts on its work across the region. Other points raised were that the Secretariat is not fully representative, but the Board is to some extent. The membership is limited and is mostly representing MSM or is MSM led, and that AMSHeR’s reach is broad and wide. Although some respondents felt that AMSHeR was representative geographically, some felt that the organisation needs to bring on board the missing regions onto the membership, and there is a lack of representation from Northern Africa. Furthermore, AMSHeR has been able to coordinate groups in most regions, but more can be done to facilitate cross learning and engagement amongst its membership. ■ Figure 9: Respondents indicating that AMSHeR is representative of MSM/LGBT issues and groups 4% Not fully representative 8% Not representative 8% Undecided 68% Representative 12% Fully Representative Respondents were asked how and where should AMSHeR increase its representativeness, they shared the following. Some respondents mentioned that AMSHeR should engage with law making bodies because their decisions are critical and affect their constituencies, increase partnerships with PLHIV networks and other key populations networks in the region, include LTI individuals in its leadership, and include the trans-community, new members, intersex issues and invest in increasing national advocacy capacities, and more lesbian-led groups in human rights work (understanding the cross-over to health-specific programming may be limited). Some also felt that there is a need to increase representativeness in regions where there is lack of resources and support for LGBT/ MSM community initiatives and that AMSHeR should make presentations at international conferences, submit shadow reports before UN and regional bodies with regard to AMSHeR mandate, engage in academic work to promote human rights and partnership, and increase collaboration with institutions of higher learning like universities and academies of excellence. AsfortheareaswhererespondentsfeltthatAMSHeRcouldincreaseitsrepresentativeness, many mentioned at regional level, in Africa and among UN agencies. However, many mentioned Northern Africa, Eastern Africa, Southern Africa, Central Africa, among Francophone, Anglophone and Lusophone countries in Africa and islands like Madagascar and Seychelles. Finally, this suggestion was also shared: “I recommend dropping formal organisational memberships and having representatives from various regions of Africa serve on a guiding committee. Perhaps there could be country focal persons in each county, but aligning with a single or two CBOs limits AMSHeR’s effectiveness.” AMSHeR EXTERNAL EVALUATION REPORT 2017 43

Annex 3: Guide for Semi-Structured Interviews AMSHeR’s Governance at Board Level In terms of AMSHeR’s governance at Board level the respondents perceived that it was as follows, 25% fair, 35% good, 30% very good and 10% excellent (see Figure 10). Respondents felt that the current board has improved, and brings some needed specialist skills on board, and that it has gotten stronger thanks to the intervention. The Board has been performing considerable well when compared with the previous ones, and should be more diverse and also reflect more AMSHeR membership. Others also mentioned that governance issues have greatly improved, but there is always room for improvement, and one respondent saying that the Board is not visible. For example, there is a need for clear guidance on operation and engagement, changes and adherence to the constitution is paramount, more sharing or reports and information. Some other positive comments include: “Following the management crisis of 2014, the board was able to implement a corrective action plan that ultimately ensured the organisation could weather the storm” and “I am aware of the efforts to restructure the governance of the organisation that must be acknowledged as an exceptional effort.” ■ Figure 10: Respondent’s perception of AMSHeR’s governance at Board level 10% Excellent 30% Very good 35% Good 25% Fair AMSHeR’s Leadership at Secretariat Level Several respondents (42%) perceived the leadership of AMSHeR’s Secretariat as good (see Figure 11), while 16% said it was fair, 21% as very good and 21% as excellent. With regards to the Secretariat respondents had different things to say, the most positive was about the Executive Director, Kene Esom. Respondents said he works smart and hard, that he is a very thoughtful, strategic and intelligent leader, and networks well amongst various spaces and understand the issues from global policy to grassroots. Other comments include that Kene is widely regarded as an excellent speaker and leader, and one respondent said: “You have an excellent Director - professional staff and, the basic-and-yet-maybe- even-stupid-yet-true-test of a good NGO: you have no dirty linen out there. You command respect.” Other comments were that the AMSHeR Secretariat has clear roles and responsibilities, accountability, procedural compliance and a firm hand, as well as clear mandates and 44 AMSHeR EXTERNAL EVALUATION REPORT 2017