How does KIC work in practice?
Not only must the concepts Knowledge, Innovation, and Capacity be made relevant and specific (Knowledge for…; Innovation for…; Capacity for…), but KIC elements should also be embedded within a specific initiative to achieve one or more given development goals.
⇒ The KICG has at its core engagement - a committed dialogue among all those involved in the development process and with an interest in its outcome.
⇒ This dialogue allows everyone to make sense and contribute to the design and content of the process.
⇒ In the process also mutual accountability is established through clearly stated roles and responsibilities for achieving measurable results.
⇒ In the analytical and design stage of the programming process, brokering exchange of existing knowledge and co-creating new knowledge between stakeholders is fundamental to facilitating innovative and hybrid approaches.
⇒ This integration and re-validation of knowledge, innovation and capacity development continues throughout the programme development, implementation, monitoring and results phases.
⇒ Finally, there is a strong measurement framework, which measures the change of capacity and performance levels of organizations in delivering results, as well as transformational results in terms of improved learning and adaptation. This also produces the evidence needed to further improve decision-making and feedback mechanisms.
▶ This leads to results-based sustainable development.
The challenge is to design a development approach that is comprehensive enough to address the root cause of a specific issue, dynamic enough to allow for continuous investment in innovative improvements, yet not obstructed by cumbersome administrative processes, high costs, and unconstructive practices.
When a Knowledge, Innovation and Capacity development framework is clearly embedded in programmes, steered by local demands and invigorated by local champions, it will be more and more owned and managed by the stakeholders, institutions, organizations, and individuals who are empowered to respond to their own local challenges such as in Namakal, India, where a local entrepreneur had set up a waste-to-energy plant, henceforth providing a solution to energy supply issues and creating employment.
▶ This leads to resilience-based sustainable development.