3. Ending GBVF Dashboard: The compass of our impact

Ending GBVF Dashboard: The compass we use to know the scope and scale of our impact

The End GBVF Dashboard is an initiative under the End GBVF Collective coordinated by Pillar 6. 

This is the first version of the dashboard developed as a proof of concept by The World of Impact and Eish-Impact Africa, supported by the Ford Foundation. The GBVF Monitors and Data Analysts in the offices of Premiers are a key part of the team that developed the first version and are gathering data displayed on the building blocks.

The dashboard aims to enable Municipalities, Courts and Amplifier organisations to track their performance on key GBVF indicators, compare this with regional and national averages and standards, and identify and prioritise improvement areas.  

Key Insights and Data Analysis

GBVF
Building Blocks

Indicate the strength and maturity of some of the mechanisms in municipalities to respond to GBVF. 

Organisational GBVF Maturity
Health Check

Results of an organisational self-assessment survey on GBVF-related behaviours, policies, and practices, aggregated at a municipal, district, and provincial level. The survey is completed quarterly.

GBVF
Crime Statistics

Quarterly crime statistics published by SAPS. The statistics are detailed down to the individual police station level.

Utilising the Municipal Dashboard: A Practical Guide

Municipal leaders can use it to track their GBVF-related performance over time and to compare this to progress in other municipalities. 

GBVF-oriented social service organisations in a community can use it to coordinate their activities with other organisations and with the municipality.

Provincial and national leaders can use it to inform resource allocation decisions, across municipalities and programmes.

Citizens in a community can use to have visibility of GBVF-related performance in a municipality and to advocate for change or acceleration if and as needed. 

Philanthropic organisations can use it to target their programming and to validate the aggregate impact of programmes on key GBVF-related metrics.

Utilising the Organisational Health Check

Organisational leaders can track the progress or their organisation on key GBVF-related behaviours, practices, and policies.

Organisational leaders can make data-informed decisions on where to focus their GBVF-related improvement efforts.

GBVF-related behaviours
GBVF-related practices
GBVF-related policies

Just the Start

Version 1 of the dashboard visualises data that is already publicly available. The dashboard will grow as more partners come on board and more information and functionality becomes available. Pillar 6 will develop this concept further as part of the bigger Data Warehousing project.

Our Current Partners

Supported by Ford Foundation

Started the movement to end GBVF and hosts the 100-Day Challenges.

Implementation team

The End GBVF Dashboard is an initiative under Pillar 6, designed to support the long-term goal of developing and maintaining a comprehensive data warehouse.

GBVF Monitors and GBVF Data Analysts (Initial data collectors for the building blocks, their role will change to that of data monitoring) (Western Cape DSD).

National partner supporting the localisation of the NSP on GBVF through the implementation of the 100-Day Challenges at all levels of government.

National partner promoting evidence-based planning, monitoring and evaluation of GBVF outcomes.

Geoterra images provide industry specific information through innovative product and solutions.  They supported the implementation team team with detail boundary information.

Start using the Dashboard

Click to access or watch a short video on how it works before you dive in. 

Short video on how the dashboard works – we will have to do this

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.