Getting Started: GBVF Health Check & 30-Day Projects
Welcome aboard! As you begin this exciting journey, you will need to get familiar with two things: the GBVF maturity Health Check, and 30-Day Projects. You have a week to do this. Weeks of the Learning Programme are referenced in relation to Day One of the 30-Day Project. This “study week” is week minus 3 of the Learning Programme.
Prepare for Week Minus 3
So what will you need to do next week, or in “week minus 3” of the relay race diagram?
We suggest that you focus on two things:
Analyze Health Check survey results
Review the results of the Health Check surveys, and prepare to share highlights of these with your organisational leaders. This will be the basis for them to decide on an area of focus for the 30-Day project.
To help you on this task, please review this Learning Deep Dive:
Presenting the Health Check data. This will help you explain the health Check to the Leadership group, and present the results in a way that makes it easy for them to select a topic to focus on.
Read background materials
Immerse yourself in some of the background materials that will be useful as you begin to engage with the leaders and with the 30-Day Project Team. The pace will become really frantic very soon, so it is important that you get started on these early. Here are the Learning Deep Dives to read:
Overview of 30-Day projects. This will come in handy when leaders ask you about the model, the process, and why it works.
Your role as a 30-Day Project Coach.It will be important to understand this and to explain it to the leaders and to the Project Sponsor.
Doing no harm in GBVF-related work. During the 30-day project, you may come in contact with survivors of GBVF. This will provide you with “do’s and don’ts” to avoid inadvertently triggering past traumas.
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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