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Key learning from Spotlight Initiative’s approaches to programme strategy development include:
The importance of conducting contextual research to inform the programme strategy: All Spotlight Initiative programmes were advised to conduct baseline studies to inform their monitoring framework/results reporting in the inception phase. In addition, Spotlight Initiative programmes in several countries and regions conducted additional research using various research methods to better understand the drivers of specific forms of violence, the national and specific local contexts, the existing…
At the global level
As an inter-agency initiative, anchored in the Executive Office of the Secretary-General, Spotlight Initiative leverages the collective expertise of implementing more than 13 UN organisations, including the UN Entity for Gender Equality and the Empowerment of Women (UN Women), the UN Population Fund (UNFPA), the UN Development Programme (UNDP) and the UN Children’s Fund (UNICEF). Spotlight Initiative's Secretariat coordinates efforts to support teams worldwide, foster learning and share best practices. This global coordination aims to have a ripple effect, strengthening…
Spotlight Initiative applies a survivor-centred approach as a guiding principle for all of its programming work across all pillars. This is an approach that:
Entails non-judgmental listening, validation and empathy;
Seeks to reduce of self-blame and shame;
Provides information about the traumatic effects of violence; and
Ensures confidentiality, safety and security, respect, non-discrimination and non-stigmatisation.
In terms of service provision, Spotlight Initiative programmes worked with service providers to consistently apply a survivor-centred and trauma-informed approach to…
Designing to context: Spotlight Initiative adapted the pillar model to the needs and challenges of each specific country and regional context. In the early stages of programme design, teams conducted country-specific assessments to understand the unique challenges and then tailored interventions under the six pillars to that context. A strong emphasis was placed on using data and research to inform the interventions and ensure that programming and budgets were allocated based on the most pressing issues related to VAWG in each context. Programmes also identified local stakeholders to partner…
Forging and leveraging strong relationships with influential senior government officials, such as Ministers, Heads of State. These individuals can act as champions to drive progress. Some Spotlight Initiative programmes have engaged Cabinet members who had long championed ending GBV and public recognised leaders on the issue.
Engaging with subnational and local governments to ensure GBV is a budgeted priority can increase the likelihood of reaching budget decision-makers in decentralized governments, and help ensure that commitments to EVAWG are sustained even if priorities shift at the national level.
Providing tangible and actionable technical assistance and training on gender-responsive budgeting by tying it to existing trainings and policies as well as providing accessible, relevant tools and learning materials like booklets. Expertise and resources (in-kind and financial) can support existing mandates or augment the skills required for new activities. This could also include training on assessing GBV funding gaps and supporting CSOs with skills around expense classifiers.
Implement the whole-of-society approach by building cross-sectoral coalitions within and outside governments to address GBV. Demonstrate to government the need to include civil society in decision-making and monitoring related to GBV efforts. This could range from formal to informal, task forces, committees or coordination meetings. The emphasis here is ensuring that diverse entities are involved, including those previously on the periphery or those that have not typically considered EVAWG as a priority topic. Bringing CSOs to the table can help set a precedent for more inclusive decision…
Spotlight Initiative’s comprehensive theory of change lays the foundation for sustainable achievements. By working across interconnected outcome areas and partnering with governments, CSOs and women’s rights organizations (WROs), programmes promote national ownership, strengthen systems and embed EVAWG activities within lasting local structures, policies and plans. Some of the most enduring outcomes from the first phase of the Initiative are in the areas of laws, policies, institutions and essential services.
Sustainability planning should not be left for the final few months of a…
One Stop Centres should be funded and planned for in the long term to prevent risks or harm to survivors posed by short-term or inconsistent provision of services. Generating a sense of ownership of these services among service providers and governments can support their long-term sustainability. Ensuring continuous engagement of stakeholders throughout the set-up and roll-out of One Stop Centres, and integrating and referencing them within National Action Plans, budgets and policies, can support maintenance of these structures over time.