They’ve begun to track their progress by comparing it to the baseline established in previous quarters. From January to March, there were only four reported GBVF incidents, followed by three from April to June. These figures will be used to demonstrate the long-term impact of the challenge on reporting rates.

Reaching students across all campuses 

In terms of student reach, the team has been very effective in raising awareness. Their first-year orientation program reached an estimated 1,400 new students across the college’s five campuses. This program created a platform for service providers, including the police and victim empowerment programs, to talk directly to a large number of students.

The college also held a series of Higher Health activations from August 25 to September 1, reaching students who voluntarily visited the information tables. The true impact of these activations is seen in the informal, on-campus conversations that took place. Students were observed approaching service providers, such as the police, to ask questions about lived experiences and to seek information on reporting incidents, which is a powerful indicator of a shift in trust and openness.

The Culture Shift

The most significant change has been in the college’s culture, which has moved from silence to open dialogue. The “Wednesdays in Black” campaign has become a widely adopted practice among both students and staff. This has created a visual symbol of solidarity and transformed the GBVF conversation from an occasional event into a regular, week-by-week presence. 

Furthermore, the GBVF pledge banners have evolved into active tools for engagement. Instead of being static displays, they are now transported to various events, including student sport matches and regional meetings with other colleges. This mobility has expanded the challenge’s reach and made the message visible to a wider audience, including people outside the Boland TVET community. 

Overcoming Challenges

The college’s greatest hurdle has been the lack of full participation from their Human Resources department in the campaign. The team had hoped for a unified approach that would address GBVF issues among staff as well as students, but they were met with a lack of engagement from HR.

To overcome this, the team decided to push forward with their existing support network. They focused their energy on collaborating with students and willing departments, rather than letting the lack of HR buy-in stall their momentum. This pragmatic approach has allowed the initiative to thrive and has empowered students to take a leading role in the challenge.