Project Everest focuses impact across three key areas- communities in the countries we operate, individual student participants and cross-cultural links. This is represented through our symbol of the triangle on the PE logo.
Impact on communities is through the provision of affordable, consistent and tailored products and services delivered through a social enterprise model. This constitutes the venture/R&D component of PE.
Impact on individual participants is through delivering the most comprehensive experiential and practical training available at a university level and combining this with ongoing professional development opportunities. This constitutes the training component of PE.
Project Everest operates across multiple countries, offering varied opportunities to maximise our global impact. We facilitate international movement across Australia, Singapore, Fiji, Malawi, East Timor, and Cambodia – that’s just in the past 12 months. As this is a core component of our impact, plans are in place to expand our in-country reach to Vietnam and the Philippines in the next 12 months and student access to New Zealand, UK and Ireland in that same period.
Given that Project Everest seeks to build enterprises to deliver impact and we believe in self-determination of the free market we measure our impact in communities by the volume of goods and services sold through our ventures. It is only by applying the strict first criteria of our ventures that this can be a reasonable yardstick for measurement as all products and services sold are inherently socially beneficial. In this way, we also keep measurement simple and yet robust.
There are two aspects to measuring impact on individuals. Firstly there is the measurement of our commitment to invest more in our people than anyone else by providing the the most comprehensive experiential and practical training available at a university level and the best in market ongoing professional development opportunities. To do this we assess the market against these criteria looking specifically at training quality, safety of our team members and opportunities longer-term. Secondly, the result of this investment is currently measured through whether the learning outcomes have been obtained. Further qualitative and anecdotal evidence such as anonymous survey results, adoption of ongoing opportunities with PE, engagement levels amongst the PE community and external opportunities gained by our community are also used. As we develop greater quantitative measures we will employ them.
Cross-cultural links is measured through the volume of students we engage with, the diversity of countries they have to choose from and the interaction between cultures of departure countries and destination countries.
Other significant key indicators are used focusing on people, the environment, economy and communities – through stakeholder consultation and feedback.