Mapping of key domestic violence stakeholders and production of a local service directory
Philippi has a wide range of stakeholders that are involved in the field of domestic violence, but each had its own directory list, comprehensive of just those stakeholders logistically and directly connected to the direct activities of the organisation. All agreed that a more comprehensive and integrated information on stakeholders should be available. Also, many of the citizens group that are or can play a more active role in the prevention and response to domestic violence are not involved enough.
The first step in working towards an enabling environment was to do a mapping of the stakeholders that make up the community. The outcome of the stakeholder mapping is threefold:
- Production of a comprehensive services directory;
- Production of a ‘Pathway for Victims of Domestic Violence;
- Selection of stakeholders for the further training and the Multi Stakeholder Engagement Meetings
Stakeholder mapping is a collaborative process of research, debate and discussion that draws from multiple perspectives to determine a key list of stakeholders across the entire stakeholder spectrum. Information was gathered for the mapping exercise using interviews. Once the interviewing was complete, they were then transcribed. All information was then gathered for analysis. Information drawn out from the interviews allowed the identification of the existing pathways followed by domestic violence victims in Philippi, gaps in service delivery, challenges of domestic violence, access to information and information sources, as well as challenges of the Victim Empowerment Programme.
The data collected has been structured into a service directory and was also presented to the Department of Social Development.
A key outcome of the interviews has been the development of a map showing the pathways that the victims of DV in Philippi can follow when relating with the different institutional SP (SAPS, health institutions, Justice), identifying gaps and constraints that may lead to secondary victimisation.
Multi-stakeholder meetings to define a joint strategy to improve multi-stakeholder’ services on domestic violence
The aim of multi stakeholder engagement processes was to promote better decision making by ensuring that the views of the main actors concerned about a decision are heard and integrated at all stages, through dialogue and consensus building. For its MSE processes, Cordaid Urban Matters makes use of methodologies developed by the Centre for Development Innovation, part of Wageningen University and Research Centre.
The MSE was an organized face-to-face assembly engaging the different interest groups in a process of problem analysis, vision building, strategy development and action planning. Each meeting targets people from Citizen Actions Groups (home based carers, CBOs, youth groups, police forums, school governing bodies, and Street Committees) and targeted local authorities and service providers. Several different tools were used to enable participants to really hear each other, to expand and deepen their understanding of the issues involved and to engage together to identify the best ways their community might address those issues.
The MSE methodology was used to stimulate participants to work on the following questions:
- what strategy, engaging the different actors, shall improve the domestic violence service delivery in Philippi;
- what model/system in Philippi can be developed for public-civic engagement in the delivery of domestic violence services
The outcomes of the various meetings have been structured into a joint vision, which is then translated into a strategy for multi-stakeholder’s delivery of domestic violence services, including a model for engagement of public and civic stakeholders in the delivery.
Sub-granting for development of multi-stakeholder’s pilot initiatives to improve domestic violence services
The sub-granting was designed to engage the stakeholders in a common action, jointly agreed and sub-granted through the hub organisations, aiming at improving the service delivery for domestic violence in Philippi. The core team to apply for the sub-grant were from the House of Smiles partners working from this location. However, they had to identify and bring on board new partners that they had met through the MSE meetings as co-applicants.
It is in the multi-stakeholder joint process for the definition of the proposal to be sub-granted that resides the greatest value of this methodology. The following activities have been the focus of the process:
- Constitution of a multi-stakeholder committee and design of sub-granted proposal
- Sub-granting of one-two pilot multi-stakeholder initiative/s via the HoS-Hub
- Monitoring of sub-granted initiative/s
The serious gaming methodology is a tool to mobilize stakeholders around a shared agenda based on each stakeholder’s own interest. The win-win solutions that were identified and agreed upon have been put into action through the sub-granting projects. The tool is composed of two simulation games: The Collaboration Game and the Planning Game.
The objective of the game was to support the discussion between stakeholders involved in development; to make stakeholders aware of the need for collaboration; and to jointly work out projects (win-win situations) for, in this case, improving domestic violence services in Philippi.
The Collaboration Game is designed to make stakeholders aware of the power of collaboration. The game can only be won through a team effort. The players must jointly develop ideas for social development and the most promising areas for development, hotspots, play an important role in the game. The challenge for the stakeholders is to jointly realise facilities and services at these hotspots, and fulfil their individual mission. This game was played with the HoS partners as they struggled to realise the value of collaboration with other stakeholders. They were concerned that they would have to share the resources allocated to the sub-granting with other stakeholders.
The second game, called the Planning Game, is designed to support the joint identification and planning of improvement projects for development. The players are stimulated to generate project ideas for development, but also to find innovative solutions. To realise the project, stakeholders need to pitch their ideas and acquire support from the other stakeholders. They can support a project idea through coordination, money, labour or materials. But they can also oppose a project. The game can only be won if at least one common project is identified. This game was used by the two sub-granting consortiums to develop their project ideas and to co-ordinate resource contributions.