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