One of the defining features of the Ending GBVF 100-Day Challenges is that the work is driven by people working in communities and frontline services where GBVF is experienced and responded to every day. These tend to be the individuals who understand the daily pressures and coordination challenges within the system because they engage with these realities continuously through their work.
A 100-Day Challenge team is often described as a “dream team” because it brings together people who can genuinely move the needle within a short space of time. Many of these individuals work across operational environments and service delivery spaces where decisions, referrals and responses affect people in real time.
The strongest teams are made up of frontline doers – such as social workers, police officers, nurses, prosecutors, community activists, educators, administrators, peer educators and local coordinators who understand how systems function across different sectors. They know where delays happen, where communication breaks down and where survivors struggle to access support because they engage with these processes daily.
Strong 100-Day Challenge teams further bring together people with a bias for action, who are willing to test new approaches within a short timeframe. These are individuals who remain focused on finding workable responses that can strengthen survivor support. They ask questions like, “what can we improve now?” and “what can we do differently within the next 100 days?”
Another important quality is what many teams call “sweaty ownership,” which refers to people who take personal responsibility for the work and who remain invested in whether the challenge is making a meaningful difference. This involves paying attention to whether referrals are working, whether communication between stakeholders is improving and whether survivors are receiving support more effectively through the system.
The work depends heavily on cross-sector collaboration because GBVF moves across multiple systems. Effective teams therefore bring together people who are willing to work across areas of work through shared planning and accountability.
100-Day Challenges equally require people who can respond quickly when conditions change, where plans need adjustment or where obstacles emerge during implementation. Teams that continue making progress are usually made up of individuals who are willing to review what is working, identify what requires improvement and rebuild their approach where necessary.
The process recognises that certain behaviours can slow progress down. Teams are encouraged to avoid overly hierarchical decision-making, rigid compliance thinking, territorial behaviour and constant negativity because these behaviours often reduce collaboration, experimentation and momentum within the challenge process.
The ideal 100-Day Challenge team usually consists of around 12 people with diverse experiences, perspectives and backgrounds. What connects them is a shared commitment to improving outcomes for survivors and communities through focused action over 100 days.
Why is typically on the 100-Day Challenge team?