100-Day Challenge Ambassadors

Learning journey

The 100-Day Challenge learning journey aims to enable participants to design and facilitate 100-Day Challenges in their communities.  100-Day Challenges are a unique way to organise and manage collective efforts (involving multiple organisations) that inspire high levels of collaboration and innovation as well as disciplined implementation.

Building on the model we used with pilots for the Department of Justice and End GBVF Collective, learning journey participants – called 100-Day Challenge Ambassadors –  will be selected to complete an online learning programme. During the journey, as a practical application of the learning, Ambassadors will design and support 100-Day Challenges focused on creating an impact on indicators in the GBVF National Strategic Plan. You can find examples of the GBVF 100-Day Challenge at this link https://theworldofimpact.org/impact/

The 100-Day Challenge journey is punctuated by four events: Leadership Design Session, Team Lift-off Workshop, Refuelling Workshop and Landing Workshop. Local leaders will select the impact area of each 100-Day Challenge during the first event. The 100-Day Challenge  team members, also selected by local leaders, will be the primary participants in the last three events.  The expectation is that teams will mostly use existing resources and funding to achieve their goals. The teams will also develop mechanisms for tracking progress against their 100-Day goals.  Follow the link to read more about 100-Day Challenges. 

Programme participants

Ambassadors will be selected from the community where the 100-Day Challenge is being organised: For example, Court officials, Municipal employees or Volunteers who work on GBVF issues in a Civil Society organisation.  Each 100-Day Challenge will be facilitated by two Ambassadors nominated by their leaders. They will work together to facilitate the workshops and support the 100-Day team and the leaders designated to work with the team.  

Nominated ambassadors must complete some pre-work and attend an Orientation training to qualify for entry into the learning programme.

Ambassadors will need the full and wholehearted support of the leaders in their organisations.  If participants choose to join the programme and they have the support of their leaders, they can look forward to a challenging  but truly rewarding experience.  

The Ambassador learning program will equip participants around the country to play a crucial role in organising collective action at the local level. The initial context of this collective action will be related to GBVF issues. Most of the skills gained in this program can be applied to other issues that local leaders in municipalities, courts and other organisations may want to tackle.

Ambassador attributes

A good Ambassador is someone who:

Is passionate about ending GBVF and active in local forums and GBVF initiatives.

Able to build trust with local leaders and teams and remain open to all sides of an issue.

All in: Excited to learn and practice and to carve out the time needed.

Can stand in the background and help others find their own solutions.

Enjoy assignments that challenge current mindsets and established practices. Ready to practice new strategies and styles.

Experienced in having worked on the frontline and in the GBVF systems at some stage.

Conscious of the impact of inequity and how to communicate with a range of stakeholders from high-level officials, service providers, funders and persons with lived experience.

Programme details

The learning journey is designed as a self-paced online journey with coaching support. Participants will implement the learning by facilitating workshops and supporting teams.  There will be preparatory work in between training modules.  The learning programme will consist of: 

Self-paced online learning

Self-paced online learning using a customised platform called the World of Impact.  The learning will be on a  just-in-time basis before each 100-day Challenge event. 

Assignments

Assignments must be completed and submitted on time before key events. Mission readiness virtual coaching sessions will be held before every key event. 

Practical application

Practical application of the learning through supporting the implementation of 100-Day Challenge choreography with district leaders and 100-Day  teams.

Virtual reflection sessions

Virtual reflection sessions after each workshop to get feedback, consolidate the learning, and identify areas for self-improvement. 

Participants must secure support  from their managers so they can dedicate the time to  complete the online learning modules, do the assignments, and participate in the virtual coaching sessions.

Time commitment

The learning journey duration is 6 months, and the programme consists of the following components with estimated time commitments.

40 hours spread over a month (June), this includes:

  • 2 days full time training (Virtual sessions and preparations),
  • 10 hours in 5  virtual workshops,
  • 6 hours of self-paced study via interactive Learning Management System (LMS),   
  • 8 hours of practicum using the learning to solve a real problem

Delivered on a just-in-time basis before the participants do their practicum.  This will involve process guidance and facilitation support to a 100-Day Challenge team.  Learning time for the four modules will include the following (July to November):

  • 16 hours in Zoom workshops
  • 12 hours of self-paced study via LMS
  • 8 days of practicum (64 hours). One-day preparations and one-day facilitation of four workshops in the community.

Schedule

In 2023 the Ambassador learning programme will run from June to November.  View the scheduled dated below.

View

Competencies

100-Day Challenge Ambassador Core Competency framework. 

View

Applications

Qualifying requirements for nominated Ambassadors
 
  • Written assignment on how 100-Day Challenges are different from other run-of-the-mill projects.  This will be shared with
    • COGTA – Office of the DG
    • DOJ&CD – Office of the Minister
  • Letter of support from managers or leaders in your organisation
  • Data and broadband access for online training.
  • Access to Zoom meetings for virtual coaching.

Qualifying assignment - Due by 25 May 2023

Write a 1-page paper on your understanding of how 100-Day Challenges (previously called Rapid Result Initiatives) are different from other run-of-the-mill projects.

 The following material should be reviewed before writing the paper.  

 Additional material you can read

Cover letter – One to two paragraphs on why you believe you are a good candidate for the programme and what value it will add to your current work and programmes. Letter to include the following text:  “I am aware of the time requirements and will commit to making the time for this during the six-month period of the programme. I understand that if I do not complete the assignments on time, there is a good chance I will be asked to withdraw from the programme.  I have access to the necessary technology to do the online training on the World of Impact platform and to attend Zoom meetings.”

Letter from your manager to confirm that they know the time commitments required to complete the programme and that they support your nomination.  This could also be part of an MOU.

Upload document and submit assignment

Upload Assignment documents by choosing the file from your computer. Click "Choose file"

Need help?      E-mail info@theworldofimpact.org

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.