Annex 4: External Evaluation Findings and Discussion execution, as it is motivated and driven. AMSHeR also has strong advocates and capable leadership. “I have quite some time been able to meet and discuss with the leadership of the Secretariat, and my impressions have been very good and positive!” And “The strong personalities in leaders makes AMSHeR’s Secretariat desirable.” However, at the moment, the leadership is really one person who is doing a good job, but there is a need to recruit more people at the leadership level, and communication could improve. And to add to this, many felt that more clarity is need on the number of staff members resigning or being fired. As one respondent puts it: “There has been an increase in staff turnover that is unexplained, I am sure this could be an area for improvement probably around recruitment and selection processes to ensure that staff turnover remains low.” ■ Figure 11: Respondent’s perception of the leadership of AMSHeR’s Secretariat 21% Excellent 21% Very good 42% Good 16% Fair The respondents felt that AMSHeR’s leadership could be improved by going beyond individual leadership and focus on organisational building and strengthening, people should be given more room to think for themselves and use their initiative, and respect others opinion. One respondent felt that the Board should have a clear Terms of Reference and more frequent executive meetings to iron out issues that affect AMSHeR’s operation. Other comments include more support for AMSHeR’s leadership, more responsiveness, transparency and impact, recruitment of professional and experiences managers, improving communication and advocacy. One respondent mentioned that AMSHeR should invest in leadership development, starting from the recruitment process of more diverse and skilled individuals to fill the vacant senior positions at the Secretariat, and that at Secretariat level, leadership responsibilities should be shared among senior members and not relying entirely on the Executive Director’s shoulders. Finally, “incentivizing staff and leadership, as well as ensuring that policies guiding staff are just, equitable, transparent and representative of its mandate and ensuring clear recruitment and selection processes that are clearly defined, tied to clear and fair compensation processes.” AMSHeR EXTERNAL EVALUATION REPORT 2017 45
Annex 3: Guide for Semi-Structured Interviews AMSHeR’s Efficiency In terms of efficiency, 32% felt it was fair, 40% said it was good, 24% said very good and 4% excellent (see Figure 12). Respondents felt that AMSHeR is often slow in responding to queries, need to improve on communication, and have a very high staff turnover. Programmatically they are excellent, but sometimes staff is spread too thin, the same was said about administrative infrastructure. One respondent also felt that AMSHeR’s impact is regional, but not realised at national level, while another felt that the organisation has improved, but outputs and outcomes need to increase. For example, for the report done on the Global Fund and PEPFAR funding, an external consultant was hired and a report produced quickly, one suggestion is to reduce staff and use more consultants. One respondent said: “In my experience, AMSHeR has good internal controls on various aspects of its work, but these internal controls have prohibited staff from carrying out projects in a timely manner. These controls also burden the staff, as the stress with navigating said controls often wears on their ability to focus on real programmatic work.” Another felt that their interaction with the organisation has been excellent, but there is room for improvement. “AMSHeR continues to work on planning, I feel that they are besieged and constantly trying to juggle competing priorities. It’s not clear to me to what degree member organisations feel ownership of and lead on AMSHeR projects.” ■ Figure 12: Rating of AMSHeR’s efficiency as an organisation 4% Excellent 24% Very good 40% Good 32% Fair Respondents felt that the AMSHeR Secretariat could improve its efficiency by improving staff retention, and taking better care of their staff members, by having stronger financial management systems and process, having a clear strategy for organisational development, transparency, accountability, improved relationship with staff members, re-organizing itself, recruiting the right people, real time responses to challenges, attracting more skilled and diverse people to work at the secretariat, and meaningful engagement with country level organisations. More visibility in partner countries and providing more support for training of members in programmes and financial management, having a clear mission to promote set objectives, appropriate managing of funds/resources, financial effectiveness, efficient decision making processes, performance improvement, good governance and operational effectiveness. One respondent said: 46 AMSHeR EXTERNAL EVALUATION REPORT 2017
Annex 4: External Evaluation Findings and Discussion “Adopt internal controls that maintain level of scrutiny, but identify areas where easements can be made to allow work to continue. If controls must be maintained as-is, then I would suggest increasing support or programmatic staff to allow more people to share planning, implementation, and reporting responsibilities.” While another felt that: “AMSHeR needs to adopt good value for money principles, adopting strategies that support sustainability and tapping into the membership resources at its disposal. It must also begin to identify a diversified funding mix to generate modest surpluses so that it may build a reserve if possible explore corporate financing of AMSHeR activities.” Theme 3: Communication This evaluation also seeks to better understand how respondents feel about the way that AMSHeR communicates, by looking at how they not only get information about AMSHeR, but how they first learnt about the organisation. Respondents indicated that they receive information about AMSHeR and its work, either electronically or in person, examples are shown in Table 1. ■ Table 1: Where respondents receive information about AMSHeR Electronically/Print In person • Email • Word of mouth • Website • Meetings • Mailing list • Conferences • KP REACH • Online • Via Secretariat (Executive Director or staff) • Twitter • Personal contacts • Facebook • Partners within networks • E-blasts • Phone calls • Communication material • Articles in the press • Skype • Listservs • Direct communication • Through other organisations working with AMSHeR Respondents also shared how they first learnt about AMSHeR and its work, and this seems to be primarily in person via word of mouth or by individuals who know the organisation. Table 2 highlights some of the examples shared by the respondents. AMSHeR EXTERNAL EVALUATION REPORT 2017 47
Annex 3: Guide for Semi-Structured Interviews ■ Table 2: How respondents learnt about AMSHeR and its work In person Electronically • Founding member • Online • Consultancy • E-blasts and list servs • Meetings • Conferences • Online • Face to Face • Via partners and other organisations • Colleagues and peers • Regional platform In terms of AMSHeR communication with respondents, the responses were varied, 13% said it was poor, 26% fair, 44% good, 13% very good and 4% excellent (see Figure 13). 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 does not communicate as it should at the moment, and there is a need for more channels for communication. One respondent felt that they only communicate when they are needed to participate in a project and that its online presence has greatly been reduced. Some respondents felt that more can be done by AMSHeR mainly to profile its work and that, “AMSHeR would shine if it had a blog to which people can subscribe and on which snippets of information can easily and quickly be posted: everything from small success stories, to calls for help when someone has been arrested by an overzealous cop, to opinion-type writing, news, job advertisements etc. AMSHeR is a great organisation - people would not feel spammed.” ■ Figure 13: Rating of AMSHeR’s communication with respondents 4% Excellent 13% Very good 44% Good 26% Fair 13% Poor When asked how AMSHeR can improve its communication, respondents felt that the organisation needs to be more proactive in responding to issues and treat each organisation with equal respect, and ensure that key staff members interact with external stakeholders. Increase the number of staff members to ensure faster turnaround times, develop and put in place a communication strategy or plan and hire a communication manager/officer who can use new and innovate ways of communicating with partners and stakeholders. One respondent felt that more regular updates and 48 AMSHeR EXTERNAL EVALUATION REPORT 2017
Annex 4: External Evaluation Findings and Discussion strategy discussions with UNAIDS, while another felt that more regular check-ins at national level, updates and reports. An innovative suggestion was for AMSHeR to develop an APP! Other suggestions include putting more items on the website, having monthly updates, develop a newsletter with a wide circulation on topical issues, having regular updates not only about AMSHeR’s work, but also an analysis on news and trends in the region, showcasing the work of member organisations, having web seminars or call to brief members and partners. Improve online presence and channel work through its partner network to amplify its voice on the African continent. Theme 4: AMSHeR’s Work Involvement in AMSHeR Project Among the respondents, 65% indicated that they had been involved in an AMSHeR project (see Figure 14). ■ Figure 14: Percentage of respondents who have been involved in an AMSHeR project No Yes 35% 65% 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 (see Figure 15). Respondents mentioned that AMSHeR was strong at organising and responding to the needs of role-players, that they were supportive and responsive, however some did mention that at times there were some financial issues, delays and the organisation being understaffed caused some problems. Some respondents felt that the project that they fund is well documented, but there seems to be more enthusiasm toward financial aspect than programmatic when it comes to exploring potential technical assistance assignments. Another mentioned that AMSHeR has been an excellent partner for its contribution to the project, but the biggest challenge has been operational. As one respondent said: “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.” AMSHeR EXTERNAL EVALUATION REPORT 2017 49
Annex 3: Guide for Semi-Structured Interviews ■ Figure 15: Rating of AMSHeR’s role in projects 7% Excellent 33% Very good 40% Good 13% Fair 7% Poor Respondents provided their views on how AMSHeR can improve its involvement in future projects. One mentioned that they need to start preparing earlier, that projects should address other human rights issues, not only limited to MSM/LGBT, take a stronger stand on key issues affecting MSM and key populations more broadly, and build stronger relationships with smaller MSM-led groups in country. Balancing commitments to resources available, follow up continuity, by recruiting the right staff for the project, more realistic budgeting, more realistic project planning and flexible adjustments/ movement or resources among partners if roles or responsibilities need to change. Connect partners or membership to some sustainable funding and help build a capacity of members across Africa. More outreach activities, and follow-up on previous partners and create an update newsletter. Improving engagement and communication with partners, before, during and after the project life cycle. AMSHeR’s Role The majority of the respondents felt that AMSHeR is a critical voice on MSM/LGBT issues in Africa and globally. However, more agreed strongly (64%) that AMSHeR is a critical voice in Africa (see Figure 16). Respondents felt that AMSHeR is the leading regional organisation in the region and the strongest, that it has been able to support LGBT groups in Africa with their legal and advocacy expertise, they have a presence in critical spaces such as the United Nations and African Union. One respondent felt that AMSHeR is more known globally than within Africa. While another 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/ LGBT issues when it was created, but it is losing that voice at the moment. 50 AMSHeR EXTERNAL EVALUATION REPORT 2017
Annex 4: External Evaluation Findings and Discussion ■ Figure 16: Respondents views on AMSHeR being a critical voice on MSM/LGBT issues Undecided 4% 19% Agree 32% 52% Strongly 64% Agree 29% Africa Global Most of the respondents agreed or strongly agreed that AMSHeR’s role is uniquely different from other NGOs working on MSM/LGBT issues in Africa and globally (see Figure 17). Respondents felt that AMSHER’s role is to contribute to protecting the rights of key population communities, while other 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. One respondent said that AMSHeR should not compete with partners in implementing programmes, but support their effort on a higher levels. Another mentioned that the MSM network is hard to find in Africa and AMSHeR is sitting on a gold mine. One respondent also said that AMSHeR’s role in Africa is still pretty relevant, but no longer unique as there are now other regional organisations doing the same work. However, what is unique about AMSHeR is its membership, all 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. Furthermore, globally, there are other MSM regional networks doing similar efforts (i.e., GayLatino, ECOM, APCOM, M-Coalition, etc.) that should be explored by AMSHeR. ■ Figure 17: Respondents views on AMSHeR role as different from other NGOs Africa Global 45% 5% 10% 14% 30% 45% 30% 36% 25% Strongly disagree Disagree Undecided Agree Strongly Agree AMSHeR EXTERNAL EVALUATION REPORT 2017 51
Annex 3: Guide for Semi-Structured Interviews AMSHeR’s Relevance The majority of the respondents (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 (see Figure 18). Reasons provided include they are based in Africa, the only coalition of its kind operating at that level and they are best placed to support the work of members. One respondent felt that it is good to operate at a regional level, but the impact of AMSHeR’s work should be measured at a country level. The regional representation of its member network continues to give AMSHeR the added advantage, it needs to tap more into this, and use it to further its work (e.g., around research and advocacy). One respondent mentioned that all 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/ LGBT issues within the regional spaces. AMSHeR also does a fantastic job of cross- fertilizing partners, which can truly be done at the regional level. As one respondent said: “The African voice needs to be heard outside the continent, but the fires are burning hottest here.” And another: “It is a pan African organisations and it should focus primarily on regional level, but it does not mean that it cannot contribute to the national and global level. It would just be on a different level and matters. On national level, it would support the member organisation is that country and on global level it would also add an African voice, which need to be with all the member organisations.” ■ Figure 18: Areas where AMSHeR’s work is most relevant 14% 14% Global National level level 72% Regional level AMSHeR’s Success 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%) (see Figure 19). Respondents felt that AMSHeR covers most countries in Africa, that they have recognition by global institutions, like 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 52 AMSHeR EXTERNAL EVALUATION REPORT 2017
Annex 4: External Evaluation Findings and Discussion 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’s not clear how helpful these regional efforts are at the national and local levels. ■ Figure 19: Areas where AMSHeR’s work has been most successful 24% 5% National Global level level 71% Regional level Improving AMSHeR’s Work The respondents provided the following suggestions on how AMSHeR can improve the work it is doing at country, regional or global level to better address the changing environment around MSM and LGBT issues. Examples include, engaging more with non- state actors, work more with individuals who have contrary views, engage with human rights groups or those pursuing advocacy with the African Union and other political bodies, and actively engage with all partners without side-lining any organisations regardless of their challenges. A discussion with its membership to understand what AMSHeR is now in relation to the member organisations. Improve communication and engagement with partner organisation and get someone to engage all members from time to time. AMSHeR should have stronger sub-regional presence, more outreach better collaborations networking with like-minded partners, continue working with the membership and strengthen the capacity of its membership, as AMSHeR is only as strong as its members. From another point of view: “Drop the membership and serve all organisations, convene and communicate, integrate/partner more with PAI ILGA, AfricaGAY, CAL and help cultivate a pan- African Trans network.” The majority of the respondents (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 (see Figure 20). Respondents mentioned that AMSHeR is well suited because of their resources, passion, expertise, and because they are well- networked, have good partnerships and other relationships. In terms of the team some felt that they have a strong leadership, great capacity in their team, and that the management is visionary, mature and dynamic. Howerver, one respondent felt that the organisation needs to put in place a stable leadership to discuss these issues and come up with solutions or recommendations, while another felt AMSHeR needs input from in- country organisations. AMSHeR EXTERNAL EVALUATION REPORT 2017 53
Annex 3: Guide for Semi-Structured Interviews ■ Figure 20: Respondents views on AMSHeR’s suitability to respond and adapt 26% Undecided 63% Well suited 11% Very well suited Threats to AMSHeR’s Work The respondents 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 right barriers or human rights violations against MSM/LGBT, donors focusing on the trans movement, increased threats and criminalisation of MSM/LGBT due to 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 NGOs, political backlash particularly at regional and global level, new emerging organisation 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 increase in prosecution of MSM using old laws. Potential backlash at the regional level, and the possibility of member organisations (who govern AMSHeR’s work) having weaknesses that bleed into leadership roles, organisations competing with AMSHeR for the same resources and activities. One respondent said: “Creeping homophobia in Africa which sets MSM/LGBT rights back (e.g., situation in Tanzania), which often serve political purposes in countries. Potential loss of support (political/financial) from new US administration for KP/MSM/LGBT programming; in-fighting among MSM/LGBT leaders/orgs at local, national and regional levels.”. Another mentioned that: “African political leadership is not changing fast and neither are their conservative ideas on the exciting things in life, like sex and who sleeps with who. AMSHeR needs to roll up its sleeves a little higher and prepare to be a little more fierce. Politics is our greatest threat.” The respondents mentioned that AMSHeR should respond to these potential treats in the following manner. Advocacy for a conducive legal environment and for a legal policy for KP communities for equal rights, and advocacy for the respect of the constitution and other human rights charters. AMSHeR needs to continue to be relevant, have a strong strategic plan, engage in health governance, replenish Board membership, focus on organisational development, think about long term positioning of the network, and strengthen its alliances with other movements and finding innovative partnership 54 AMSHeR EXTERNAL EVALUATION REPORT 2017
Annex 4: External Evaluation Findings and Discussion opportunities. Furthermore, AMSHeR needs to better communicate, engage, and be active and transparent. AMSHeR’s communication needs to specific to the audience and flexible identification of opportunities, they need very effective public communication. The organisation also needs to seek funds from different donors and also investigate possibilities to be partly self-sustainable, continue working with grassroots organisations in lobbying governments to repeal laws that criminalise same sex relationship, using HIV as an entry point, and develop a resource mobilisation strategy partner with organisations doing strategic litigation. AMSHeR needs to convene, communicate and cultivate new MSM/LGBT leaders to be stronger at the local and national levels. Continue to apply pressure within regional spaces, and consider a backstopping mechanism to mute any challenges from potentially weak members that are participating at the governance level (like an advisory board, etc.), work with local partners to deal with threats every time, and be visible and audible (in all languages). Finally, AMSHeR needs to plan in advance, review and rationalise a mandate and build linkages and partners with political social and legal actors addressing social justice and human rights, and have a clear plan and strategy of responding to the changes in the sector, and being flexible to adapt to unplanned changes that might arise. AMSHeR’s Engagement Many of the respondents 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, and once again 28% were undecided (see Figure 21). 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 LGBT issues. Furthermore, 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 can influence change. One respondent mentioned that AMSHeR engages on issues that affect not only MSM/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, PLWHA’s rights, etc. By partnering with these groups also works to reduce homophobia among their ranks. ■ Figure 21: Respondents views on AMSHeR’s ability to interrogate and engage 28% Undecided 48% Agree 24% Strongly agree AMSHeR EXTERNAL EVALUATION REPORT 2017 55
Annex 3: Guide for Semi-Structured Interviews AMSHeR’s Uniqueness The respondents felt that AMSHeR’s unique selling points or most competitive advantage in the areas of its work are the areas the organisations focuses on, its geographic representation, as well as the team working at the Secretariat (see Table 3). ■ T able 3: AMSHeR’s unique selling points or most competitive advantage in the area of its work Areas of Focus/Work Geographic representation Secretariat Focus on men’s health and Comprises Francophone and Professionalism MSM Anglophone, which unites the two subcontinents Core staff members Innovate work on LGBT Pan Africanist and critical like Berry, Delane issues/rights in African voice and Kene context Integration of trans issues Unique African MSM network Strong voice and leadership Broad regional work and on MSM/gay male issues in mandate Africa Representative nature Community-driven Health and human rights in Africa This respondents’ view provides a similar perspective. “AMSHeR has age and notoriety (in a good way) on its side. It is ahead of the pack. Maintain that place. Aspire to be even more of a leading organisation. Maintain your turf - Africa - but go where people say you shouldn’t: Niger, Chad, Mauritania, Somaliland. When was the last time anyone you know met someone from the Central African Republic ...” AMSHeR’s Future Work The respondents provided their views on which areas of work they consider the most important for AMSHeR to focus on. 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 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. One respondents felt that: “Strengthening MSM/gay male leadership at national and local levels; steering funding towards national and local level efforts (e.g., programming to respond to community needs; advocacy at the local and national level to see governments serve ALL its people). Convene MSM/gay male orgs and activist; communicate on best practice. Don’t compete with local and national orgs on implementation. Let them own research, advocacy and programme implementation efforts in their own communities and countries.” 56 AMSHeR EXTERNAL EVALUATION REPORT 2017
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. www.amsher.org The African Men for Sexual Health and Rights (AMSHeR) Tel +27 (0)11 242 6800 Email [email protected] Facebook African-Men-for-Sexual-Health-and-Rights-AMSHeR Twitter @AMSHeROrg Web www.amsher.org Address 1 26 Jan Smuts Avenue, Rosebank Johannesburg, South Africa
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