Rethinking the Children of Kenya

RETHINKING THE CHILDREN OF KENYA DESIGNING WITH THE

AGAPE MERCY CHILDREN’S CENTER A HUMAN CENTERED DESIGN CASE STUDY COMPILED BY RACHAEL STAMPS

THanK YoU

To Lisa Abendroth, for her time and dedication to the ďŹ eld of Human Centered Design and her guidance on this project, thank you. Here’s to designing the world a better place.

Forward

Growing up in California, not far from San Francisco, Berkley, and Silicon Valley, I was constantly exposed to polished and smartly subtle advertising campaigns promoting everything from the latest advancements in technology and life changing diet supplements to seasonal fashion trends. It’s no secret that the Bay Area is a buzzing hub of innovation, together with LA, setting cultural trends all over the world. At a young age, I became fascinated by the impact strategic messaging, paired with eye catching and on point imagery, could have on the consumer market.

In my senior year of high school, Bono of U2 announced that he was pairing up with some of the higher grossing brands in the world to raise money and awareness for the aids epidemic in Saharan Africa. The project was called Product (RED). Bono’s idea was brilliant: “Take the power of consumerism and channel it toward the greater good.”

A simple, head in the clouds idea only fit for rockstars with money and influence -- or was it?

I am the daughter of two bible thumping missionaries.

This meant that every summer was spent in a developing country among people less economically fortunate then we were. I spent time with AIDS victims in South Africa, spending their last breaths in makeshift communities outside the urban city scape of Johannesburg. I slept in hammocks strung to bamboo rafters in the Darien Jungle of Panama, among people who still go topless with merely a loincloth made of leather to cover themselves. Some summers were spent in the slums of Mexico, where people have made homes and lives for themselves among the heaping piles of trash that make up the city dumps. The list goes on and on.

By the time I was 17, in Panama city boarding a bus that would take me to the airport where I would board a plane that would take me back to the States, I felt like I carried the weight of the world, with no real skills to help, and no real plan on how to gain any. All I knew was that I wanted to contribute something that mattered. I was getting on a bus headed back to the cushy life I have in America, but those children, the ones with a future as bright as the dark alleys they passed, taking any measures necessary to stay alive, had very little to look forward to.

I had been taught to bring some kind of spiritual assurance to the sick and dying, while going back to a country where we have ample doctors and access to medicine, food, democracy, and more resources then we will ever consume.

This tension sat with me for three years before I decided to go to school. My intuition finally decided that I was going to study art and design — I wasn’t really cut out to be a doctor. I wondered if I could somehow use design to bridge the gap between those of us who have so much and those who still struggle to survive in the most basic of ways. When I started school, all I knew of design was the shiny ads that draped the towering buildings of San Francisco.

Over the last few years, I have happily learned that not only was my hunch correct, but also timely. I learned that design is a brilliant tool that has contributed healthily to the success of capitalism in the United States.

When I look at the quality of life in the west, AT the success of democracy, and the opportunities we have been afforded to make meaningful lives for ourselves, I see the product of design.

When I see Fortune 500 companies and successful small businesses that contribute to the betterment of their communities, I see design. As I watch globalization reshape our understanding of the world we live in, I feel excited about the possibilities for the developing world and how design is playing a role in making their world, on a cohesive level, a better place.

Spring semester 2013 I was awarded a scholarship to attend a Public Interest Design Institute. My heart skipped a beat as I learned more of an ongoing conversation currently taking place in the design community. Designers are asking the question, “How can we design the world a better place?”

This movement is not entirely motivated by good will, nor should it be. Paul Polak, author of “Out of Poverty” and founder of International Design Enterprises (iDE), believes that the next big market is the 99% of the world that lives on a dollar a day. This means that as designers we need to be designing solutions in products, communications, systems, and processes for this emerging market.

This case study applies the design thinking process to explore how we can equip the next generation in the developing world to become contributing members to the global community.

“Country ownership is critical to successful development. When developing countries themselves are in the lead, when programs are DESIGNED to meet their needs, when we work together to build capacity at the local level that can carry progress forward independently and when new resources are brought to the table in a transparent, collaborative matter, that is the best way to achieve sustainable results.�

- Hillary Clinton U.N. General Assembly September 27, 2012

design THinKing NEEDS OF PEOPLE

LIMITATIONS

SOLUTION

ASSETS

DESIRED OUTCOME

“Thinking like a designer can transform the way organizations develop products, services, processes, and strategy. This approach, which IDEO calls design thinking, brings together what is desirable from a human point of view with what is technologically feasible and economically viable. It also allows people who aren’t trained as designers to use creative tools to address a vast range of challenges.

Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices. It relies on our ability to be intuitive, to recognize patterns, to construct ideas that are emotionally meaningful as well as functional, and to express ourselves through means beyond words or symbols. nobody wants to run an organization on feeling, intuition, and inspiration, but an over-reliance on the rational and the analytical can be just as risky. Design thinking provides an integrated third way.

The design thinking process is best thought of as a system of overlapping spaces rather than a sequence of orderly steps. There are three spaces to keep in mind: inspiration, ideation, and implementation. Inspiration is the problem or opportunity that motivates the search for solutions.

Ideation is the process of generating, developing, and testing ideas. Implementation is the path that leads from the project stage into people’s lives.”

- Tim Brown, Change by Design

“Human-centered design (HCD) is a generative and iterative process through which we gain deep empathy for people, question assumptions, and explore directions in order to identify new opportunities.�

-Tim brown, change by design

THe agaPe MerCY CHiLdren’s CenTer (aMCC)

AMCC began in 2007 with Rev. John and teacher nancy as volunteers, about 35 kids from the community, and soon a wait list of many more!

It was started to help those in the community who were hardstricken as a result of the HIV/AIDS pandemic, poverty, illiteracy, and unemployment.

AMCC believes that educating the underserved and at-risk of the next generation is key to Kenya overcoming poverty.

rev. John - ceo, founder - Kenya

Rev. John is married and has 4 children of his own. John has his Masters Degree in Biblical Studies. Before starting AMCC, he taught bible college courses and was a pastor for several years.

nancy ndungu - teacher, matron - Kenya

Teacher nancy has her Bachelors degree in Biblical Studies. She studied at the same bible college as Rev. John. Seeing that the workload was more then John could handle and desiring to help orphans in the community, she started volunteering at AMCC in 2007. nancy oversees all the daily tasks and is a mother figure to the children.

ruth - communications ofďŹ cer - Kenya

Ruth first came to AMCC to help with the chicken project.

After the project was shutdown, John felt that her dedication to orphaned and at-risk children was clear and asked her to take over communications in 2010.

mark dawson - usa

Mark is the director of development, serving as an advisor and advocate for the staff and kids at AMCC. He talks to Rev. John on the phone every couple of weeks and continues to build relationships and enhance cultural understanding for both Kenyans and Westerners.

nick Jackson - usa

nick is an administrator with tasks include bookkeeping, communications, and fundraising.

maggie Jackson - usa

Maggie is an administrator, overseeing all historical financial records, assists in fundraising, and oversees social media.

Karen dawson - Usa

Karen works in administration, focusing on areas of communication, networking, and grant writing. She is also the primary contact for the School Fund, which provides school fees for many of our secondary school students.

HisTorY

Mark Dawson met John, nancy, and the kids when he traveled to rural southern Kenya with Living Water International to drill a borehole in Kimata. Prior to Kenya, he had been in Uganda at an orphanage taking a course in Appropriate Technology for Rural Settings.

While on his mission, Mark heard the children of AMCC singing at morning and evening gatherings. He asked if it was a church, but when informed that it was a children’s home, he went to visit and introduce himself. Before leaving the area, he told John that he didn’t have much money to give, but that he would tell people about AMCC. Mark believed that it was important to not just find donors for the center, but to help AMCC become self-sustaining.

He encouraged John to start a business that would fund his operating costs.

oPeraTing a CHiLdren’s HoMe in rUraL KenYa is no easY TasK. aMCC FaCes ManY LogisTiCaL CHaLLenges eVerYdaY.

AN INTERVIEW WITH REV. JOHN REGARDING DESIRED AREAS FOR IMPROVEMENT Food We are always buying food on credit and sometimes we are in food crises. We have not been able to feed the children a balanced diet.

School Fees AMCC Kenya children in secondary school who are unable to get funding, are sent back to AMCC almost every week because of unpaid school fees.

Personal Effects We would like to be able to provide our children with pens, pencils, sanitary towels, erasers, lotion, toothpaste, shoe polish, clothes, school bags, school shoes, coaching fees, etc.

Water When Gatanga Community Water taps run dry, the children draw the water from the river.

Medical Bills When a child or a staff member gets sick, AMCC has no money to pay for medical bills or to hire a taxi if it is at night. A case study is Rev. John who had stayed for over thee and a half years in pain after a bicycle accident, until recently when somebody offered pay his medical bills. We also give children pain relievers.

Fuel We buy firewood, which is expensive and also we realize that people who cut down trees are destroying the environment. We also destroy the environment by smoke.

Transportation Our means of transport is Matatus (minibus), which are sometimes not road worthy, overloaded, overcrowded,and uninsured. When a child gets sick at night, we can not walk to Kirwarasub district hospital because it’s far. We hire a taxi to go to the hospital, carry firewood, and plead with our friends to help us with their cars so that we can get fuel to pick our visitors at the airport.

School Our Primary School kids and Secondary School kids attend different schools. If we are able to buy land, we will build AMCC Kenya Schools from kindergarten to the University. This will enable us not only to offer quality education to orphans and vulnerable children, but also to admit children from all over Kenya.

Learning KenYa (a)

Mark soon returned to AMCC, northeast of nairobi, just outside the town of Thika, with his friend nick. Together they spent a month living with the staff and children building relationships and learning as much as they could about Kenyan culture. Soon after, I went to see AMCC in action for myself.

The following pages look at location and cultural limitations, facts about the HIV/AIDS pandemic, the state of orphans in rural Kenya, and why access to schools is a challenge.

It is important that we understand the context in which AMCC exists. This information helps us identify the type of solution we are truly looking for.

UndersTanding THe ProBLeM

LoCaTion

amcc is located in tHe murang’a district, wHicH is prone to landslides.

In order to find effective solutions, it is important to understand the context in which AMCC faces their challenges. Many of their struggles are not issues we face in the states to the same extent. corruption: Incidents of corruption in Kenya are not limited to large corporations or government agencies. Bribe-taking is common among many lower-level officials, with the average city-dwelling Kenyan having to pay as many as sixteen bribes each month in the course of everyday life.1

financial planning difficult on many levels. The inflation rate in Kenya was recorded at 6.1% in August of 2012. Historically, from 2005 until 2012, Kenya Inflation Rate averaged over 12%; reaching an all time high of 31.50% in May of 2008 and a record low of 3.18% in October of 2010.2 natural disasters: Kenya experiences a number of natural hazards, most commonly weather related, including floods, droughts, landslides, lightening and thunderstorms, wild fires, and strong winds. The level of destruction has also become more severe, with more deaths of people and animals, loss of livelihoods, destruction of infrastructure, among other effects resulting in losses of varying magnitudes.

1.kenya-advisor.com/corruption-in-kenya.html 2.tradingeconomics.com/kenya 3.gripweb.org

inflation: Kenya operates on the unstable currency of the shilling, making

Drought is the most prevalent natural hazard in Kenya. Floods seasonally affect various parts of the country. Landslides are experienced during the long rainy season, running from March to May.3 Almost 70% of Kenya’s land mass is affected by drought. This covers most parts of the Rift Valley; northeastern, eastern, and provinces; classified as arid and semi-arid land. The country covers a total area of 582,644 square kilometers, of which less than 3% of the total is forest. 75% of Kenya’s population earns its living from agriculture, which in turn depends on rainfall. Due to the vast areas prone to drought, Kenya’s vulnerability to food insecurity is highest among the pastoralist and small-scale agriculturalists in the arid and semi-arid lands of the country. Extreme weather and climate events influence the entire economy, which depends mostly on agricultural products like cash crops, food crops, and animals.3 triBal loyalty: One factor that fuels the problems of corruption in Kenya is tribal loyalty. People in Kenya are first and foremost loyal to their families, then their clan (extended family), then their tribe. Members of the same clan or tribe often ‘help’ each other, even when it involves illegal corruption. Tribal influences have waned over the years, but are still strong.1 Though legislation against corruption in Kenya has existed since 1956, with the Prevention of Corruption Act, the current anti-corruption agency, the Kenya Anti-Corruption Commission (KACC), has only been operating since 2003.1 KACC is a step in the right direction, but corruption is still a difficult factor in the day-to-day lives of Kenyans.

UndersTanding THe ConTeXT

HiV/aids Despite medical breakthroughs that allow people to live out productive lives with HIV/AIDS, the disease is still a major contributor to the orphaned and at-risk child population in Kenya. The majority of children at AMCC have lost their families to HIV/AIDS. AIDS is no small matter. A report by the joint United nations Programme on HIV/AIDS (UnAIDS, 1999) estimates the number of people infected with HIV to be 33.3 million. Out of these, 23.3 million live in sub- Sahara Africa, representing three quarters of the total population infected. The Kenyan national AIDS & STI Control Programme’s (nASCOP) 1999 report on AIDS estimates adult prevalence at 13.5%, which means that Kenya has one of the most serious HIV/AIDS epidemics in the world. However, the percentage quoted by nASCOP is based on merely a fraction of 15 to 45-year-olds.

This measuring system is also used by UnAIDS and omits a large age. In some cases, in urban and rural areas, women do not attend antenatal clinics and therefore the results will not give a true picture of the realities in that area. Results from the report indicate that of all the pregnant women tested in the high prevalence districts of Busia, Kisumu and Thika, 20-35% of them were HIV/AIDS infected.

1. unicef.org/evaldatabase/index_14458.html

number of those infected below the age of 15 and above 45 years of

Infected adults occasionally will break away from the family upon learning their diagnosis. This will cause a restructuring in households, with increasing numbers of children left to take care of themselves or to be cared for by aging grandparents and other relatives. The illness and death of females will have a particularly drastic effect on the family.

Family food security is threatened particularly where families depend primarily on women’s labour for food production, animals tending, or planting and harvesting. Women provide the majority of labour and managerial services for small holdings in rural areas.1

UndersTanding THe ProBLeM

orPHans Orphaned children in rural Kenya face unique life threatening situations and grave injustices. They are outside area’s with programs to help and are in need of protection and representation. They are in need of a VOICE. Without protection, orphaned children face difficult lives without hope.

They are commonly victims of sexual abuse and child labor. They are called upon to care for younger siblings or extended family members and are even sold into slavery. Most never have an opportunity to go to school and are often exposed to street drugs, violence, and living out their lives in poverty.

Housing / protection: Many orphaned and at-risk children are in need of safe shelter. food: Kenya faces chronic food shortages: Each year and two to four million people receive food aid.

For the underrepresented orphaned child, food shortages are fatal.

1.unicief.org/kenya

medical care: Without help, many orphaned children go without medical attention when it’s needed most. education: The likelihood of an orphaned child receiving a formal education, without assistance, is little to none.1

UndersTanding THe ProBLeM

sCHooLs Education is widely seen as one of the most promising paths for individuals to realize better, more productive lives and as one of the primary drivers of economic development. The citizens and the government of Kenya have invested heavily in improving access to and the quality of education.

Despite huge steps in the right direction, access to a formal education for all children is a long way off, and more so for the orphaned and at-risk.

Access to formal schools is hindered by many factors, including several ancillary costs and overcrowded classrooms. For those that can afford the costs, the high demand makes it difficult for faculty members to deliver quality education to their students.

These barriers are only intensified for orphaned children in rural parts of Kenya.1 Experts believe that the roadmap out of poverty relies on raising a generation of educated citizens and instilling a desire in them to return to their comminutes as leaders. While the formal subjects are important, it is vital that students learn to compete in an emerging global market. The more they learn to use technology, understand entrepreneurship, and implement critical problem solving thinking, the more likely they are to make a difference.

1. unicief.org/kenya

Learning KenYa (B)

Mark, nick, and I saw a lot of hurdles for AMCC to overcome on their path to self-sustainability, but we also observed some beautiful strengths.

This next section looks at some existing assets, such as the children themselves and the access to knowledge through our team in the States. After all, were are not looking to re-invent the wheel, we were simply looking for the right solution.

UndersTanding THe asseTs

CHiLdren as sTaKeHoLders Each child at AMCC is grateful to be at the center. They understand how important the opportunity to go to school is for their future. However, this is not a one-way stream. AMCC would not survive without these children.

These children are the future pillars of AMCC. While I was in Kenya, I had the chance to interview each of them. Each one of them shared what they wanted to become one day and a deep desired to do well in school so they could one day help other children like themselves.

When considering solutions for AMCC, we have an opportunity to enhance education by getting the kids in on the designing process.

This will not only teach them valuable skills to unlock and harness their creativity, but also give them a sense of ownership for the designed solution they help create.

These children are the reason AMCC exists and they are AMCC’s greatest asset.

UndersTanding THe asseTs

agriCULTUraL eConoMY The area of Kenya that AMCC is located in is mainly occupied by coffee and tea farmers. Johns father owns a tea farm. There are also several existing models for agriculturally-based small business in Kenya that John could learn from.

UndersTanding THe asseTs

aCCess To researCH In 2010, when I returned to the states from Kenya, I had the chance to visit the “Design for the Other 90%” exhibit organized by the Smithsonian’s Cooper-Hewitt national Design Museum.

The exhibit featured an array of low cost, yet highly effective products for people living in rural, 3rd world communities. The exhibit got me thinking: someone, somewhere, had come up with a process for cross-cultural market research. They were able to get out of their western mind-set, figured out the right questions, and found ways to effectively listen.

So I thought, surely whoever this person or company was, would be able to teach us to do the same. I saw that we were not the first to ask “How do we empower the poor across the ocean?” and that we have a chance to build on existing knowledge.

ProToTYPing

After months of research and countless conversations with Rev. John, we were ready to start fundraising to support John in his business endeavors. Despite our preparation, we soon found we still had much to learn. We think of these first attempts as “prototyping�.

The first endeavor was an avocado business. John would buy the avocados from a local farmer, rent a van, and take the avocados to sell in a different district.

While on a distribution run one day, he ran into armed thieves who threatened his life if he did not pay a fee or give them all of his avocados. Feeling that this was an insurmountable roadblock, he decided to pursue a different district with a different product.

John decided to hire a driver to take mangos to a market for him. On one particular day, the driver was drunk while making a delivery and he got into a car accident that took his life.

The third business model needed to provide some security. Ideally, by creating a business with a physical presence where John could create a product and have the buyer come to him. At the very least, require less travel and cut down on exposure to various risks. It also needed to create a significant return relatively quickly to make any financial investments worthwhile.

THe CHiCKen ProJeCT

Through our research, we learned that poultry farming is a common business in Kenya for three main reasons: •

Chickens are easy to care for.

•

There are business models that meet a variety of circumstances.

•

Poultry and meat is generally considered a luxury food and is offered at hotels and restaurants all over Kenya.

The downside of poultry farming is that to make a large income quickly, you have to mass-produce. Caring for a chicken, or even 20 chickens, is one thing. Caring for 1500 can be difficult without reasonable staffing and resources.

tHree main Business models for large-scale poultry Businesses BREEDERS: The farmer breeds the hens and cocks, then sells day-old chicks to layer and boiler farmers.

LAYERS: The farmer provides chicken coops designed for laying eggs. The eggs are then sold for profit. Layer hens take a year before they start laying eggs, but can produce eggs for up to two years.

BOILERS: The farmer buys a large batch of day-old chicks, feeds them, and provides vaccinations until they are 12 weeks old.

At which point, they should weigh about 2.5 pounds and be ready for slaughter and sale to various buyers. The farmer then prepares the chicken house to start over.

getting started LEARN ABOUT POULTRY FARMING: John called on his friend Dennis, who is a professional veterinarian, to host training workshops for the board.

The workshops covered everything from types of feed to vaccination and disease diagnosis.

DESIGN A BUILDING: John’s original plan was for a three-story building, that would eventually cater to all three models, for large-scale poultry farming. However, after meeting with an architect in Thika, he sent Mark plans for a two-story building.

our process DETERMINE A MARKET: Johns market was restaurants, hotels, and large markets in nairobi.

BUILD A BUSINESS PLAN: Modeling his friend Sarah, John’s business plan was: buy chickens, buy feed, hire people to care for the chicks, hire people to slaughter them, hire a driver to take the poultry to the buyer, and sell the poultry at a price that would cover all operating costs and eventually fund AMCC. CREATE A BUDGET: John worked with Mark to create a budget that planned for the construction of the building, the first three batches of chickens, and a 10% death rate with each batch.

RAISE FUNDS: The last step was to find the funds. John applied to Bidco Oil Refinery (Kenya) for a fund that would match whatever funds Mark could raise. The majority of funds came from private donors and a small program called Art for Africa. A total of $35,000 was raised.

oUTCoMe

IN 2010, AMCC OPENED THEIR BOILER CHICKEN BUSINESS. AS THE PROJECT UNFOLDED, IT SOON BECAME APPARENT THAT IT WAS LARGER THEN WHAT AMCC COULD MANAGE, THAT INFLATION WAS HIKING THE COST OF FEED BEYOND WHAT THE PROJECT COULD AFFORD, AND THAT A NATIONAL OUTBREAK OF A CHICKEN PLAGUE WOULD CAUSE THE BUSINESS TO BE UNSUSTAINABLE.

LisTening

I sent John a list of questions to get his perspective on the project and things he would do different if he were to do it again.

Goal What was the goal of the chicken project?

The goals of the Chicken Project were to generate income that would enable AMCC to become financially selfsustaining and create employment opportunities in the community.

Issues Was that goal met?

At various times, AMCC was able to employ three full-time employees and some part-time employees on slaughtering days. Regardless, due to unforeseen problems, the project failed before achieving status of self-sustainability.

What were the unforeseen issues?

• A Break out of a chicken plague that not even the government laboratory was unable to diagnose. Many chickens died at different ages.

• Inflation of chicken feed prices.

• Poor quality food, that lacked soya and cotton cake, causing double the normal time to mature.

• The poor quality food also caused the chicks not to gain the required weight, even after twelve weeks, resulting in a decline in selling price.

• Lack of a direct market, therefore going through a middlemen who dictated the buying price.

How did AMCC address these issues?

• We started to mix our own chick feed manually.

• We liaised with the experts who gave us alternative chick feed formulas to use the raw materials available.

• We took the dead chicks to a government laboratory for diagnosis.

• After failure to get a right diagnosis and understanding that the chicken feed hike was a global problem we discontinued the project.

SUCCESS What was successful about the project?

• The chicken house.

• Creating employment. One worker at the Chicken Project was later absorbed in the Children Centre because at the Chicken Project she proved that she had the skills to work with children.

• Getting a connection to tap water.

AFFECT Did the project affect the day-to-day lives of the AMCC staff in a positive or negative way?

The project affected us in a positive way by giving us a sense of stability and proving there is hope ahead.

LisTening

impact How did it impact the community of Thika?

• The community bought and used chicken manure for fertilizer and their farm products increased.

• Three people were employed until we closed down the business.

• Four young people were employed casually on the night of slaughtering to slaughter the chickens.

• We boosted their business in terms of buying the chick feed and transportation, boosted charcoal dealers, kerosene dealers, etc.

support How did AMCC receive support from the Thika community?

• Gatanga Water Company provided us with water, even when our line was not supposed to have water due to water rationing.

• The staffs were volunteers and were granted a monthly allowance of US $50 after working eight hours a day for thirty days.

• Bro. Ambrose and his family had offered to donate an animal feed mixture to allow us to mix our own chick feed.

• A Veterinarian had volunteered to advise us on treating our chickens.

Were there specific ways AMCC would have liked the Thika community to be involved with the chicken project? yes, there were specific ways that AMCC would have liked Thika Community to be involved: •

Ministry of Livestock veterinarians should have been advising us on how to do this chicken business, but they did not because they wanted to be bribed to do so or to share the sales.

•

The Kenya Power could have installed electricity to AMCC as a donation given that this is a non-profit organization.

outcome In the end, did the chicken project help move AMCC towards its goal of caring for the venerable orphans of Kenya and providing them with an education? no, in the end, the Chicken Project did not help move AMCC toward its goal of caring for the vulnerable orphans of Kenya and providing them with an education, because it failed due to the said unforeseen issues.

In the end, did the chicken project help move AMCC toward its goal of becoming self-sustaining? no, in the end, the Chicken Project did not help move AMCC toward its goal, it failed due to said unforeseen issues.

LisTening

lessons If you were to do it again, what would you do differently?

• We would seek a person who has taken a course on food and nutrition to be employed, so that we can buy the raw materials and he can be supervising the mixing to make the chick feeds by ourselves, making the cost of feed low and also making sure that the right ingredients are put in the feed.

• We would buy animal feeds mixture to mix our own chick feed.

• We would first seek for a direct market whereby we will sell at our price not their price before we put up the chicks.

Are there ways AMCC America could have supported AMCC Kenya better?

AMCC America had supported AMCC Kenya to the best at that particular time, but if we are to do it again we would like AMCC America to consider seeking Market abroad for better prices.

Please add any other information or thoughts you feel are important.

If we are to do it again, we would like to comment here that, there are some unforeseen issue that are beyond our control: • High feeds prices.

• Low selling price.

• Materials for making quality feed are still scarce.

• We still have the chicken house, feed troughs, buckets.

• Start up cost would be minimal.

• We gained experience in the area of vaccination, feed mixing, and general chick hygiene and upkeep. AMCC children also enjoyed it.

Is a poultry business still viable?

yes. With the right model, a chicken business could prove to be a successful business.

As we move forward, it is vital that we look for solutions that are based on the feedback from John. Remembering that the goal is to provide access to education for Kenya’s orphans and underserved children by enabling AMCC to operate more effectively.

a sHiFT in aPProaCH

During my time at AMCC, I was overwhelmed by the love and light that radiated from each child, despite the difficult personal journeys life had taken them on.

Taking a look around the center, it was clear to me how hard the staff was working,to the point of physically over-extending themselves. They are a small staff with a lot on their hands. I saw how detailed they were with keeping track of every dollar spent and heard the raw honesty with which they shared their struggles.

I saw that each staff member had made sacrifices to care for the children, understanding that they are in this for the long haul.

It dawned on me why our past efforts to lift AMCC out of poverty had failed.

With all the good intention in the world, we had helped AMCC start businesses; operations that took Rev. John and his staff away from their main business: caring for orphans. We promised that once their business was thriving, their daily challenges would be taken care of.

WE NEED TO START BY TEACHING THE STAFF AND CHILDREN AT AMCC HOW TO THINK LIKE DESIGNERS AND ENTREPRENEURS. WE NEED TO ENCOURAGE THEM TO USE THESE SKILLS TO REINVEST IN THE LONG-TERM PROSPERITY OF THEIR OWN COMMUNITIES.

While this was and still is the true intension, it is impossible to expect a starving man with limited time, energy, and access to resources to spend limited money and precious time on a business endeavor and not on food for 35 children and the things that keep AMCC afloat. I saw the importance of external finical support in this phase of the process. We needed to first help AMCC become sustainable before making the huge leap into self-sustainability.

The second thing I saw was that we needed to maximise the effectiveness of their time and energy by offering primary goals. They believe that investing in the children and teaching them to become vital members of their communities is the roadmap out of poverty for their nation. My question was, what type of solution would holistically move AMCC not just towards financial self-sustainability, but also support John’s vision of educating these children? Could we meet the three objectives (nutrition, income, and education) with one solution? We had approached the various issues from the viewpoint of a business as a solution, but I saw that education was the angle we needed to take. We could enhance their current education by teaching design thinking and entrepreneurial skills, while creating a sense of ownership and pride that would empower them to become leaders.

Providing access to formal schools is great, but it is not enough.

Providing all the resources necessary to start business is great, but it is not enough. We need to start by teaching the staff and children at AMCC how to think like designers and entrepreneurs. We need to encourage them to use these skills to reinvest in the long-term prosperity of their own communities.

It’s easy, in the west, to fall into the trap of thinking that money and physical deliverables will solve any issue. However, we have so much more to give. We live in a country that is full of free resources: libraries, successful businesses, and non-profits overflowing with years and years of research. design is a way of thinking that enables us to identify problems, desired results, and how best to arrange given assets within a set of limitations.

I needed to help teach AMCC how to identify their strengths, their limitations, and the best ways to slowly weave their dreams out of the realities of their everyday lives.

a HoLisTiC soLUTion

We learned that we would need to address the three main areas AMCC desires to grow in simultaneously.

Our solution needs to enhance education and nutrition, while providing an income in a sustainable way, with measurable results that will grow over time. To solve one aspect of the problem is not solving the problem. To be a solution, it must address all three of the main issues in a holistic way.

• Design thinking • Entrepreneurship skills

EDUCATION Generating an income will take time, but once it starts to come in, it can go toward school fees and buying food.

The key is growth over time.

SOLUTION

INCOME

NUTRTION

APPLICATION

Hands-on projects that produces food for AMCC and over time, as production increases, be sold.

7 PART WORKSHOP

1 ) Identify a problem 2 ) Understand the problem 3 ) Identify the desired result 4 ) Dream outside the box 5 ) Identify resources / limitations 6 ) Understand resources / limitations 7 ) Design solutions

5 COMPOnEnT PROJECT 1 ) Income component 2 ) Nutrition component 3 ) Manageable by the kids 4 ) Have direct rewards 5 ) Growth over time

neXT sTePs

Before we look at a long-term solution for AMCC, I believe it is important to talk about why aid at this stage of development is so important. The overall goal is to empower AMCC to become self-sustaining.

However, empowerment starts by giving them room to breath. By creating a base of stable funding for a determined amount of time, we are able to lighten the daily burdens and free up the creative energy needed for AMCC to plan for the future. I intend to apply to applicable grants and foundations that can fund AMCC on the basis of a timeline that moves them toward self-sustainability.

Our next step is to host workshops that lead the kids and staff through a series of activities taken from the Collective Action Toolkit, developed by frog. These activities will help them identify the problems that matter to them, what they see as their assets and limitations, and enable them to design hands-on projects that have potential to be the three-prong solution AMCC is seeking.

THE COLLECTIOn ACTIOn TOOLKIT By FROG

new ideas

seek

new understanding

make

something real

clairify your

GOAL

build

your team

“The Collective Action Toolkit (CAT) is a package of resources and activities that enable groups of people anywhere to organize, build trust, and, collaboratively create solutions for problems impacting their community.

The toolkit provides a dynamic framework that integrates knowledge and action to solve challenges. Designed to harness the benefits of group action and the power of open

sharing, the activities draw on each participant’s strengths and perspectives as the group works to accomplish a common goal.

The toolkit emerged from frog’s collaboration with Nike Foundation/Girl Effect on a project where we explored the nature and value of connections for adolescent girls living in extreme poverty in the developing world.

Pairing design research and skills development, frog worked with

girls around the world to examine their communities and collectively devise solutions for the problems they faced. Inspired by the Girl Effect project, frog went on to create the Collective Action Toolkit to empower groups of changemakers everywhere.

The CAT isn’t a rigid template for problem solving. It’s designed to be flexible and accessible, with an action map and activities arranged into six categories, from building

plan

for action

a group, to imagining new ideas, to planning change. The toolkit challenges groups to move beyond discussion to action, continually clarifying their shared goals based on what they learn through the problem-solving process. The result is a holistic approach to help groups tackle issues in their communities.”

- frogdesign.com

FLOW OF InFORMATIOn

The first step is to walk the staff at AMCC America through the process of design thinking. They will be asked to solve a problem that may or may not pertain to AMCC Kenya. The process will help them understand it in a way that will help them effectively teach the staff in Kenya to do the same.

Second step will be for AMCC America to conduct a workshop in Kenya to teach the staff and board members. They also will be asked to solve a problem that may or may not have to do with the final solution, but will help them understand the process and see how it will help AMCC move forward.

The third step is to assist the staff in Kenya with teaching the children and working with them to design a three-prong solution for AMCC. The goal is that over time the project will enhance education for the students, while improving nutrition and providing a source of income.

Image by frog, For more information see frogdesign.com

imagine

This approach creates an opportunity for AMCC to give its students skills they need to overcome poverty, make their dreams a reality, and in their own ways, lead their nation to better days.

ePiLogUe

48

one Year LaTer Since compiling this book in 2011, the contents have been shared with the staff of AMCC Kenya. They have invited me, along with a small team, to return to Kenya to conduct the workshop discussed in this book.

Finances permitting, I hope to go in 2014. you can follow the story at futureleadersofkenya.org you can learn more about AMCC at amcckenya.org This project was also written about in Architect Magazine, May 2013 All photography by Rachael Stamps rachaelstamps.com

49