Programmes

Where the National Strategic Plan on GBVF is felt by survivors.

National Driver

The National Strategic Plan on GBVF coordinates a response across six pillars, convened through government, civil society and the private sector.

The Gap

The five-year NSP review named survivor impact and localisation as the major gaps. Direction is set nationally, but survivors do not yet feel the change.

The 100-Day Challenge Response

Multisectoral frontline teams take on one ambitious local goal and deliver measurable impact for survivors in 100 days, across courts, municipalities, government departments and campuses.

Impact Areas

Courts and Justice

  • Reduce the backlog of protection order, maintenance, or sexual offence cases.
  • Increase the finalisation rate of maintenance, divorce, or sexual offence cases.
  • Reduce the turnaround time for finalising cases or issuing and serving protection orders.
  • Reduce the withdrawal rate of survivor-driven cases.

Municipalities and Government Departments

  • Increase procurement from women-owned businesses.
  • Increase the support services that survivors actually receive.
  • Reduce GBVF incidents in identified hot zones.
  • Reduce gender-related bullying in schools.
  • Reduce sexual abuse in the workplace.
  • Increase the number of functional safe spaces and shelters.

Education (TVET and Universities)

  • Break the silence: increase the number of survivors who come forward and report.
  • Heal the wounds: increase the number of survivors who receive quality care, support, and counselling.
  • Create deterrence: increase the number of perpetrators held accountable through disciplinary and court processes.

Apply now to organise a 100-Day Challenge in the End GBVF sector.

Application

End GBVF Movement

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.