The Institute for Sustainability Africa (INSAF) was formed in 2010. It is registered as a Trust in Harare, Zimbabwe, and its focus is regional (Africa). The formation of the organisation was motivated by the need to advance sustainability initiatives for Africa, provide high impact applied research, and develop stakeholder capacities on sustainability and sustainable development. INSAF is registered as a Trust in Zimbabwe. Founder(s) and the Board of Trustees are responsible for setting the vision and mission of the organisation. In pursuit of the mission, INSAF focuses on:
- research and policy analysis,
- projects implementation,
- knowledge and learning,
- training and capacity development,
- advocacy and lobby.
- collaboration/partnership, and
- stakeholder engagement.
INSAF has Human Resources and Staff Development, Gender and Sexual Harassment, IT, and Conflict of Interest policies. The organisation carries out annual external audits, skills audits, and engages in a review of its programs.
INSAF is led by a Board of Trustees. The secretariat is headed by a Chief Executive/Founder of the Institute. Other positions in the organisation are Accountant, Communications Manager/Officer, Program/Projects Officer(s)/Manager, and Program Assistants.
The organisation has a strategy that was internally developed. The strategy directs the organisation to focus on Social Justice, Inequality, Human Rights, Economic Justice/Governance, Rural Development, and Education.
1. Social Justice
Under Social justice, INSAF focuses on:
- research and advocacy for improved access and training on Social Justice in relation to education
- research on housing issues,
- advocacy for improved access in respect of Social policy health, food security, and sanitation.
Under inequality, focus is on:
- research, advocacy for improved access, and development of alternative policy options and models for drivers of inequality: tax regimes
- research and advocacy for improved access with respect to poverty and income distribution
- research only on models of economic development and government effectiveness
- advocacy for improved access in respect of drivers of inequality: trade regimes
Under Democracy, only research is done on enhancing participation in local/ national process.
4. Human rights
The organisation carries out research and advocacy for improved access, and development of alternative options and models to achieve economic rights for all.
5. Economic justice
Under ‘Economic Justice/Governance’ focus is on:
- research, advocacy for improved access, and development of alternative policy options and models for financial inclusion
- research, advocacy for improved access on public budget analysis
- research, advocacy for improved access on anti-corruption
- research, advocacy for improved access on natural governance (mining, wildlife, fisheries, forestry)
- research, advocacy for improved access on informal sector and Small Micro and Medium Enterprise (SMME) development/support
6. Rural development
Focus under rural development is on:
- research, advocacy for improved access, and development of alternative policy options and models on rural livelihoods and local government reforms.
- research only on enhancing participation in local/national processes.
Projects implemented in the past two years include Restart Project, Mining Business, Business and Human Rights, Extractive Industries Transparency Initiative (EITI), and Sustainability Reporting. One of the projects with a budget of below US$50,000 was funded by a multilateral development partner.
Knowledge Generation Research
In the last three years, the organisation produced newsletters and quarterly reports, soft copies of policy briefs. These were disseminated electronically. The organisation produced reports on, Economic Justice/Governance. Most of the research work is done by internal staff who occasionally work with consultants. Research is disseminated through the website and official launches.
Constituency and Movement Building and Collaborations
The beneficiaries of INSAF’s work are;
- local communities,
- local NGOs,
- international NGOs,
- government departments,
- think tanks with technical expertise, and
- business and SME’s as special interest c
The beneficiaries benefit by way of training support, the use of evidence that is generated by INSAF for policy advocacy, approaching INSAF to prepare alternative policy positions, and using INSAF’s online materials in developing their own programs. The beneficiaries participated in the strategy making process and suggested areas of focus for the Institute. INSAF collaborates with CBOs, local NGOs, international NGOs, government departments, think-tanks with technical expertise, and multilateral agencies (e.g. UN agencies). In these collaborations, similar projects are jointly implemented, INSAF provides research-based evidence to advocacy-focused partners and receives research-based evidence from research organisations. INSAF also provides technical assistance. The Institute networks with like-minded organisations, it engages at the national, sub-regional, regional, and global levels. Networking has contributed towards increasing visibility of INSAF’s work and enhanced its effectiveness. INSAF prepares policy briefs to support policy positions, engages in analysis and communicating policy gaps, suggests on new models, engages with policy makers, and mobilising network(s) seeking policy change. The senior management team is responsible for advocacy.
Measure of Effectiveness
INSAF has a Monitoring and Evaluation Officer who measures its impact. In addition, this is also done by the organisation’s management, consultants, and government. The effectiveness of interventions is measured through ongoing internal monitoring, promoting feedback from partners, and government’s adoption of recommendations proffered. External reports citing INSAF’s work and independent evaluation reports contain documented evidence on the effectiveness of the Institute’s interventions. The website has 60 visitors from within Zimbabwe, 15 from Southern Africa/SADC, 15 from the international (global) level. INSAF has over 100 Facebook followers, over 500 Twitter followers, and over 6700 LinkedIn followers. It engages with the media through TV appearances, radio features, and newspapers. Analysis of Reach
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The organisation funds its own work through fundraising and consultancy income. It has a finance/funding strategy. It has immovable assets/property.
The top five factors that affect the work of the organisation were identified as the current funding situation, economic crisis, local government practices, literacy levels, and government policies. It has become dynamic and creative to respond to changes in the environment.