During the Refresh Workshop, the team reviewed and maybe adjusted the 100-Day Goal. Now is a good time to revisit the data on the goal and also look at other indicators linked to the team’s goal.
Your Task This Week
Data discussion with the team
Join the team’s weekly meeting to help the Team Leader discuss with the team other GBVF indicators that their activities may have influenced. By examining a broader set of indicators from the National Strategic Plan (NSP) on GBVF, teams can uncover unintended positive or negative impacts, ensuring that their interventions are holistic and aligned with the broader objectives of the NSP. This reflection can also help identify gaps or areas where additional focus may be needed to maximise impact across multiple pillars of the NSP.
If the team are not aware of it yet, you can introduce the End GBVF Dashboard to the team to help with this discussion. They may also be able to use the Dashboard in their organisations.
The Dashboard displays the impact of the 100-Day Challenges and the End GBVF Movement activities on actual GBVF Indicators: Inspiring Municipalities, GBVF service providers and the public to grow maturity of services.
The team could also think about refining data collection tools, clarifying roles and responsibilities, and providing feedback to all involved partners.
Open discussions about data quality and indicator selection can foster a culture of accountability and collective learning. By addressing any discrepancies or challenges at this stage, the team and data-owner partners can implement targeted improvements for the remainder of the challenge, ensuring that the final results accurately reflect both the direct and indirect impacts of their work on GBVF impact indicators.
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.
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