KENDAT Learning and Innovation

KENDAT has outstanding experience of some 20 years, learning with others at the frontline of efforts at advancing the livelihoods of farming communities as key beneficiaries. KENDAT has used her experience as the platform for developing her next 5-year strategic plans.

In recent times innovation has been influenced if not challenged by a new world order. Innovatiove capacity is now challenged by complexities in the strategies necessary to bring about sustainbale development. This means that KENDAT must call on new partnerships, some of which have previously been seen as external into her development mandate. Without the new entrants it may not be possible to fully comprehend, analyse, probe, categorize and act upon beneficiary needs and demands. These challenges now include but are not limited to:

  • Ordered and unordered contexts of simple, complex or chaotic cause-effect relationships that help define change interventions.
  • The need for new understanding of value-chains as influenced by world trade, climate change and how these and other developments make the operational scene ever more complex.
  • The need to work with a wider range of partners be they in governement, research, the private sector, urban, peri-urban or other vulnerable actors (see Figure 4).
  • Others.

KENDAT adopts innovative ways of bringing about change by understanding and engaging communities where they are and according to their current definition and level of applicable change innovation. Depending on a particular community KENDAT interventions are likely to be technology focused, approaching a community as experts. As such a community advances interventions turn to be more concerned about stakeholder collaboration and applying interdisciplinary interventions. At this level, technology no longer is a stand-alone but linked to social and institutional change. As communities grow in taking responsibility for their own development, matters of complexity thinking, understanding human cognitive processes where issues such as politics and conflict join play, and are tackled. Here is where KENDAT has grown herself to now solidify her Theory of Change, ready for her own as well as  necessary institutional transformation of partners. At this high level of innovation KENDAT must take cognizance of balancing individual and relationship transformation with technological and system change.

Theory of Change

Our prime client is the smallholder farmer and her supportive business and means entrepreneurs who have various supportive business interests such as in technology transfer, transport, input supply, micro-finance, etc. It is these supporters that are needed to move the farmer from subsistence to business farming.

We operate in rural and peri-urban communities and it is in these areas that that conservation agriculture, renewable energy and animal welfare interventions make the greatest contribution to change in rural and peri-urban livelihoods, hence economies. Our theory of change is to advance our agenda by modelling ways of moving her previous development impact “from islands of success to seas of change” through 4 key aspects:

  • Tools and techniques,
  • Methodologies,
  • Concepts and approaches,
  • Assumptions, beliefs and ethics.

Strategic Objectives:

1)        We will build farming Communities of Practice (CoP) through the establishment of  village level information, training,  knowledge and experience exchange platforms, as well as technology transfer and acquisition hubs backed by model farms to showcase and fast-track advances in agri-business, across all components of Conservation Agriculture value-chains.

2)        We will model and build capacity for rural farming communities to explore, apply and exemplify renewable energy applications in their farming, household power and value-addition to advance business while merging natural resources preservation with practical climate change mitigation processes.

3)        We will empower communities, farm and transport service providers to advance their household and livelihood systems through enhanced efficiency of utilisation and sustained attention and action towards the welfare of their farm and work animals.

Download strategic plan Strategic Plan