Case studies
Sustainability at Mt Fyffe Gin Distillery
Justine participated in a 2022 ISD Sustainability course. She developed an impact model and is focused on contributing and sharing her sustainability progress and impacts.
Read about their journey ... Our story
Mt Fyffe Sustainability Impact Model
Climate Resettlement Project, World Bank - Tanzania
The Community Development Manager participated in an ISD online sustainability course to expand her capability to plan, measure and report the project's progress and impacts. The project involved resettling communities living beside flooded areas of the river in Dar es Salaam to a new area and building new houses, schools and health facilities. Developing the impact assisted in clarifying key outputs and impacts from the project for people, the environment and the project governance.
Climate Action Week February 2023
Recently we had our first Climate Action Week here in Marlborough, Aotearoa New Zealand with visits to vineyards & wineries, seafood, forestry & sawmilling businesses. We appreciated the open, informative visits and reflective discussions on progress, challenges, and learning about transforming to more sustainable practices and impacts. Over 50 businesses and organisations participated and over 150 people were involved. Visits were made to Dog Point Vineyard, Sanford Seafood, Yealands Estate Winery, and One Forty-One Kaituna Sawmill.
Key learnings: Efforts and progress are being made and examples included waste reduction, improved biodiversity, regenerative horticulture and waterways, from R&D - the use of seafood waste is opening up new products and markets, and some chemicals used in treating timber are being stopped to reduce leaching into the ground and toxic waste.
Enterprise Challenge Fund (ECF) for the Pacific and South-East Asia
The ECF was a six-year (2007-2013) Australian Government pilot grant fund that provided funds directly to businesses in Asia and the Pacific. The fund ran competitions for private sector applications offering innovative solutions to address market failures and stimulate long-term inclusive pro-poor economic growth. Businesses contributed at least 50% of the total project costs – and in most cases substantially more than 50% – and money was distributed against agreed milestones.
Over six years, $11.012 million was provided to 21 projects operating in 8 countries across the Asia Pacific, providing jobs, increased incomes and access to vital goods and services to over 78,000 people. Link to project website.
He Kāinga Kōrerorero participatory evaluation
The He Kāinga Kōrerorero programme (the Programme) is a government-funded te reo Māori (Māori language) revitalisation programme delivered by Te Ataarangi Trust (national Māori language service provider). The Programme's purpose is to facilitate and encourage the use of te reo Māori in the home and wider community. An evaluation was commissioned to determine the Programme's effectiveness, efficiency, and relevancy of delivering and sustaining the spoken language in the home and wider community.
The evaluation approach was collaborative, strengths-based and values-focused. Stakeholders across different levels were brought together openly and collaboratively to discuss the Programme's values, goals and objectives. Through initial hui (workshops), stakeholders identified six kaupapa Māori values that were to underpin current and future evaluation processes: Rangatiratanga (empowerment), Whanaungatanga (network and support systems), Manaakitanga (everyone has value), Māramatanga (knowledge, awareness and planning), Mahi pono (safety, trust and integrity), Te Ao Māori (maintaining Māori identity). This participatory approach fed into the development of a results model to scaffold ongoing iterative evaluation activities, reporting, and adaptive management.
This evaluative process identified previously unrecognised benefits such as increased cultural awareness and engagement, a greater sense of community and identity, and growing use of language hubs, to be integrated into the results model and theory of change. The evaluation found that the Programme outputs were being under-reported with the Programme's reach around 2.35 times the intended reach. This under-reporting contributed to a lack of long-term funding and limits to future growth opportunities. It also provided a previously untapped evidence-base to inform discussions on renewed priorities and resourcing within the community and funding bodies. A key lesson learned from this evaluative process was the value of stakeholders participating in, and contributing to, the evaluative journey and learning together through adaptive evaluation design. Link to the 2017 Australasian Evaluation Society conference presentation.
