University of HartfordMarcia Hughes, Ph.D. Sociology

David Pines, Ph.D. Engineering

Promoting Entrepreneurial Development and

Sustainable Agribusinesses in Rural Western Kenya

Rockwell Rookey, Civil Engineer, LEED APDr. Thomas Boving, URIDr. Katherine Owens, UHart, Politics and

GovernmentMaria Arroyo, UHart Politics and Government

StudentAlex Schettino, UHart ME Student

(Graduated) KARI

Dr. George AyagaRuth Orlale

Thanks to our team:

BackgroundAmaranth grain was introduced to Western

Kenya and other countries as a CASH CROP by Poverty Eradication Commission- 2005

Highly nutritious “super food” (addresses health and food security issues)

Drought (and pest) resistant (addresses climate change) – Maize is failing

Short growing period (Increased production)

The ProblemTraditional methods for growing amaranth grain are labor and

time intensive, with relatively low quality/quantity

Seeds are small

Threshing of amaranth is

exhausting work

Adding Value: Mechanical Seeder

Sows appropriate number of seeds at correct spacing

Little to no waste of seeds

Much less thinning/weeding

Quality of yield improves

Add Value: Human-Powered Thresher

A machine designed to efficiently thresh grains with high quality output

No longer exhaustive, dirty, back-breaking work typical of traditional method

With a replacement screen/sieve, a single machine can decrease time, labor, and increase quality and quantity for all your grains

Manufacturing and sale of tools: Develop the infrastructure and capacity

(locally) for large-scale manufacturing of the mechanical seed planter and the human-powered thresher.

Customers need customers: Assist small to medium farming

enterprises in increasing quantity and quality of amaranth production.

The Business Venture

June 2012: On-the-ground business modelFacilitated consensus among stakeholders

at each of 5 pilot sites (farming collaboratives-communities):

Delineate individual roles and contributionsEnsure equity/investment

Business Tool: E-Spot Canvas(Mehta & Mehta, 2011)

Partners: Kenya Agriculture and

Research InstituteFarming GroupsPolytechnic SchoolMinistry of Agriculture

Developing the Model: On the Ground

Community mobilization: Each group has its own dynamic and history with

each other and with us - modified accordingly

Developing the Model: On the Ground

Transferring/sharing knowledge and ideas: Develop a common understanding of the

background, “the problem,” and the purpose of the project.

Developing the Model: On the Ground

Implementation of Shared Use of Tools: Activities, roles, responsibilities

Who will keep the tools?Who will provide oversight, training, and

management?How many days will each farm utilize tools?How will tools be transported from farm to

farm?Who will be in charge of maintenance?How much to charge individual users?

**Our customers have customers: Increasing production of amaranth grain locally

Developing the Model: On the Ground

November 2012 and January 2013 field trips Assess progress:

Practical/shared use of toolsTools versus traditional methods (research)Further field testing and modificationsPlan for upscaling of amaranth production

Identify entrepreneurs: expand/innovate venture model

Marketing/partnerships (i.e., Ministry of Agriculture, registries of collaboratives)

Seed production and related training

Implementation: Modify/Test

Modify-Test, Modify-Test, Modify-Test : Keep it simple!Takes communication, brainstorming, and time

Lessons Learned

Involving farmers in the implementation and the testing of the tools: the farmers see the value and need for the tools

Lessons Learned

Involving farmers in the implementation and the testing: Farmers and artisans build strong working relationships

Lessons Learned

Involving farmers in the implementation and the testing: Business Venturers step forward

Lessons Learned

Lessons Learned: The tools will work, now the focus is the business model

Nov. 2012

Kareteng Green Network- Their Business Venture: “We see employment all over this”

• Detailed business model for tools:Hardware store (micro-finance group)Carpenters (borrow from micro-finance group for start-up funds)Micro-finance group (registered)Train the trainer modelMarketing and promotionPayment for maintenance and management (of thresher)Accounting Promotion of amaranthSeed breedingIdentification of buyers of amaranthValue add – milling/packaging/KEBS

Jan. 2013

Lessons Learned: Transfer of ideas and use of model for other ventures

CBO Executive Committee

Expand our partners and focus on supporting business venture and other entrepreneurs

Increase production of amaranthFurther too development: Are we saving on

time and improving work conditions? Are we improving quality and quantity?

More training on production of amaranth and develop train the trainer model

Advisory committee

Next Steps

Questions