BRCK has long been on a mission to create an onramp to the internet for people who can’t afford it regularly. To this end, we built the SupaBRCK that runs the Moja Network, and then started expanding that service in Kenya and Rwanda. Moja is about getting everyone online, even if you can’t afford it, by having businesses buy services from us (content caching, app downloads, surveys, ads) and subsidizing that usage.
The Moja Network has been growing quickly. In January, we passed 300,000 unique monthly users and 3.7m sessions per month. This means we’re not only increasing traction with more users, but that our users are returning to the platform 12x per month. With 1,500 mobile nodes in buses in matatus across Nairobi and Kigali, the Moja Network is one of the largest public WiFi providers in the region.
With this rapid growth in the transportation space, we’ve been getting a lot of demand from our users to expand into fixed locations as well. Near the end of the year we entered into discussions with the leadership team of Surf, the largest fixed public WiFi network in Kenya by number of locations (1,200). The conversations about doing an acquisition of their network and IP went well, and we were able to find a way to put those assets under the BRCK umbrella.
This acquisition continues the velocity of BRCK’s public WiFi user growth, bringing us close to 500k monthly active unique users, and putting us over 5m sessions per month. This makes the Moja Network the largest public WiFi network in East Africa, and second largest on the continent.
One of the great advantages that we were looking for was an ability to have a fixed WiFi strategy to add to our transportation and edge compute model. With the Surf acquisition, BRCK is now able to take off-the-shelf routers, partner with local ISPs, and roll out network faster into fiber-connected locations. All of this will run the Moja platform, so there is a seamless user experience between public locations and public transportation.
From the 15th to 17th of January 2019, four students from the ALX Launchpad (a leadership accelerator program) joined BRCK to get a feel of how the company operates.
Each of the students shadowed an employee of BRCK based on their career preferences and they had the following to say during their short stint at the company:
I have always been fascinated with Data. I love numbers. For the 3 days that I shadowed at BRCK, I got an opportunity to meet really awesome people who not only inspired me but also were willing to share they knowledge in technology. I was placed in the operations department under Brian Birir, the operations data & network supervisor and he taught me a lot. From data extraction, transformation and visualization to programming, BRCK is a really cool organization and hopefully after I finish my studies in software development/programming I can come back to work for them.
I had always admired BRCK from afar, so this week was a true opportunity for me to see the inner workings and how everyone came together to achieve the company’s goal, especially from the design angle. I was lucky enough to be placed with the design team and I was extremely excited! I learned a lot from the brilliant minds at the table and would hope to interact with them more.
Each person that I spoke to was willing to fill me in on what they were doing and how they were going about it, which I really appreciated. From UX to UI and front-end, everyone in the team played their part in making the BRCK brand what it is today. I also really appreciate how everyone in the company made us feel at home and warm. The culture was very tangible unlike other companies I’ve interacted with. Thank you for making that week what it was.
Stacy 1.0 & Stacy 2.0
Our first day at BRCK was all levels of awkward at first, now that I have a superpower of getting comfortable even with awkward silence, and Stacy 1.0 is a typical people person. I took the first hour to just settle in and breathe, not knowing what to expect from the world of technology (that we thought didn’t match our preferences). And that beautiful motto “You can do hard things” made us feel at home instantly because it is the same as our ALX motto.
Before it could all escalate, we had a sit down with the Project Manager. Literally 2 minutes into the conversation, we learnt so much about what her job entails. We love our project management class so seeing actual Gantt Charts and weekly reports made us light up. This experience gave us the confidence to explore what other people in the commercialization team do. We had eye opening conversations about the world of digital marketing and got tips about how to leverage our degrees in the field of marketing and got to understand the vision behind BRCK.
We loved the seamless connection of the different departments to create mind blowing final products. Shadowing BRCK was a blast and a definite turning point for us. We have been motivated to work in a startup environment and in many ways confident to pursue a career in marketing and communications (or us y’all call it … Commercialization). So thank you, a lot for this opportunity. And as we continue to ‘Do Hard Things‘, we only hope and pray our paths cross again.
I’ve argued before, alongside others, that the main inhibitor of ubiquitous and perpetual internet connectivity at a global level isn’t a technology problem, it’s a business model problem. Mostly the tech exists to put the signal everywhere. What we overlook when we say this is, that while that is true, it’s unsavory to point out that many of “those users” are not valuable – that the population covered won’t make a good return on business investment. So, even if you covered the initial cost of the equipment outlay in those areas with a subsidized government funds, without a proper business model to support the ongoing operations of running the network, then the ROI would be weak and maybe even negative.
A low cost tower set up in rural Africa
The unspoken technology issue
Many of the incumbent ISPs and mobile operators have sunk too many resources into legacy technology, and then subsequently, outsourced their technical capacity and platform knowledge to foreign firms. This leaves them in an unfavorable position when it comes to new technology that would decrease the cost of rollout by up to 90%, or of taking advantage of how software is changing the way networks work. Due to heavy GSM investment, the industry thinks it best to switch those from 2G/EGDE to 3G. This misses the mark though, it’s iterative change driven by sunk costs, ignoring the fact that we’re moving to a data-only network world. GSM is a dead man walking. IP networks are the future.
It’s not just me saying this, two years ago Deloitte was saying,
“African MNOs should create business models around smartphone users and brace for the rise of the data exclusives and data centric phone users.”
This then provides the opportunity. This is the time to bring new networks without legacy business or technology paradigms, and the ability to apply web-scale economics to the network itself, backstopped by new open software stacks and business models that don’t rely solely on end-user payment.
Fortunately at BRCK we’ve been able to find great investors and strategic partners who see this bigger picture and understand the investments needed to make change happen in this connectivity industry of ours. BRCK, alongside some other firms, are on the forefront of changes happening across all types of data pipes, at the infrastructure level all the way through to the retail side – for both people and things. And as we start running the numbers it becomes increasingly clear just how big of an opportunity this actually represents. It only helps that many incumbents are stuck in aged technology stacks and legacy business models, so the window for positive change is here and profits are substantial.
East Africa Railways train
A new railroad
I tend to think of what we do in the connectivity space as similar to our forebears building railroads, making it easier, faster and more efficient to move data and connect far-flung parts of the world. The 1990’s brought us the rebels in the form of scrappy upstart mobile operators and ISPs, they were real cowboys and renegades then! Inspiring leaders, courageously trying everything from pre-paid credit models in Africa, to thinking of mobile credit as cash, to digging the first fibre cables into the hard parts of the continent. Regrettably, these cowboys have handed the reins over to our modern day robber barons, sitting fat and happy on their oligopolies (or monopolies), and making damn sure that no one else has a chance to build something better if they can help it.
I like to think that at BRCK we are building the new connectivity railroads. The tip of the spear for us is unlicensed spectrum, where we take advantage of the ability to roll out public WiFi hotspots without much in the way of regulatory or political hurdles. We layer this with a free consumer business model, so that anyone who can get that signal can connect and take advantage of the whole internet. The underlying economics of the Moja platform are built around the idea of a digital economy. Businesses create engagement tasks that users can complete to earn value within the system. Users then spend their value on faster connectivity, premium content, or additional services. The flow of value into and out of the Moja platform creates the monetary value necessary to profitably run the network.
This is just the BRCK model though, and as I sit on some global boards and in meetings I hear of the others trying their new models as well. New technology stacks, driven primarily by open source software (and some key open source hardware plays), are a big part of the significant decrease in the cost profile (both CapEx and OpEx). But again, the business models… this is where we see the real changes coming and I’m excited to have a front row seat.
As these new railroads are built, by us and others, there lies such great opportunity for economic growth, social development, and business profit.
As with most CEOs of younger companies, I find myself on the investment raising treadmill. Doing so for a company focused on internet connectivity in frontier markets provides an extra layer of complexity, since it’s not a sexy of a proposition as a new app for ecommerce, agtech, fintech, etc might be. Those are easier to invest in since you’re playing with a world of software, not any hardware or infrastructure to muddy your hands with. Unfortunately, in my BRCK world, we have to deal with atoms, not just bits and bytes (though we do those too). Which is why many of my conversations find me explaining why connectivity is critical – thus this post.
What I find interesting is that everyone wants to benefit from a basic underlying availability of connectivity, but few understand what it is or why it is so important. If you’re with me at a public event, I’ll eventually spout off something along the lines of, “you can’t have a 21st century economy without power and connectivity.” This is my simplified way of stating that for any industry to be meaningful on the world stage (or even their own country stage), they need the ability to move data. If power and connectivity are the foundation, then the aforementioned ecommerce, agtech, fintech, and others are all pillars that stand on that foundation.
I’ve written before on how smartphone penetration has reached critical mass and proceeds on a noteworthy trajectory across Africa and other frontier markets. Africa, coming from a largely 2g/Edge based on old legacy GSM technology will have some of the highest growth rates in mobile data subscriptions globally, driven by chat apps and mobile video, as we transition to data-only networks. In 2022, there will be eleven times more mobile data traffic in Central and Eastern Europe and Middle East and Africa (Ericsson 2017).
Mobile subscriptions (global)
250M smartphone subscribers in 2016
770M by 2022 (Y-o-Y growth of 30%) (Ericsson 2017)
Over half of mobile phone shipments into Africa in 2016 were smartphones (Deloitte 2017)
All of this means that there are millions of new customers available for new, smart, and data-intensive financial products, agricultural services, marketplaces, logistics, and the list goes on. This is why we’re seeing the rise and rise of startups in these spaces, as well there should be.
What we’re not paying attention to is this: the market is still smaller than it could be.
Imagine that you’re finding amazing market traction with your new mobile lending app, or with your logistics system, or with your online goods marketplace. Imagine that you’re doing well, however did you know that you’re only reaching 20% of the people who own smartphones in the country…. Oh, right, that’s the piece that’s surprising! You could be doing even more, growing faster and capturing more market share if only the other 80% of smartphone owners in your market could afford the costs of getting online regularly to use your service.
This is where BRCK is stepping in with our Moja platform (free to consumer internet). You’ll benefit greatly from our growth. We’ll benefit greatly from your growth.
Even though I’m largely driven by the economic reasoning for connectivity alone, since I believe that the best way for us to make significant change in Africa is to grow wealth for everyday Africans, there is a strong social argument for widespread and affordable connectivity as well.
Connecting an additional 2.5 billion people to the internet would add 2 trillion dollars per year to global GDP and create 140 million jobs
It enables improvements in health (Deloitte 2014)
Unlocks universal education (Deloitte 2014)
Strengthens civil society through public services, social cohesion, and digital inclusion (Deloitte 2014)
It turns out that if we connect people to the largest, greatest network of knowledge and information in the the world, then a lot of great social benefits are realized across a number of important areas. It’s hard to argue against more jobs, better education, better healthcare, more informed citizens, and a stronger civil society in any country.
Connectivity is the foundation
Like everyone else not involved in the plumbing and distribution of the internet, I used to think of this only academically. It’s easy enough to understand and think through intellectually. However, I found that in living it, in dealing with the practicalities of the internet, in coming to know the end-user I began to appreciate just how important connectivity is. Building a new app or service can have big effects, changing the affordability equation for connectivity and you send a shockwave reaching everyone, everywhere.
It was 5 years ago that we created BRCK as a company, and I’ve had the great joy of being on a journey with some fantastic people, including the three here with me in this picture (Reg Orton, Emmanuel Kala, and Philip Walton).
We had an idea of what we were getting into back in October 2013, but none of us were sure where it would actually take us. All we knew then was that the barriers to creating hardware had dropped enough for us to get into it, that there was a problem in the internet connectivity space in Africa (and other frontier markets), and that we had the right mixture of skills, naiveté, and optimism to figure it out. Over the next 12 months we grew to a team of 10 that had this the desire to meet a big challenge and believed we could do hard things. As I write this, 8 of those 10 are still at BRCK.
In the intervening years we’ve built 3 full products and taken them to market (BRCK v1, Kio Kit, SupaBRCK), and a fourth (PicoBRCK) that is still in R&D. That alone is quite an accomplishment. I hadn’t known back in 2011 when the idea for creating a device was first hatched, just what the life cycle of building a hardware+software product would be. I do remember having a conversation with an old friend, Robert Fabricant, that I thought we should be done with the first one in about a year. He laughed and said it would be at least 2-3 years. He was mostly right.
I’ve since learned that it takes approximately 18 months for a product to go through the concept, design, testing, productization, and first samples stages. Then it typically takes us another 9 months for iterations and small fixes on hardware to happen, while that same time is spent concurrently hardening up the software side of things. For example, our most recent SupaBRCK took approximately almost two years from conception to product, and then another 6 months of continued fixes/changes to the low-level software and the hardware before it worked well consistently.
Asking the Right Question
You would often hear us saying, “Why do we use hardware designed for London or New York, when we live in Nairobi or New Delhi?” as a way to frame the problem we thought we were solving. It was only in late December 2014, after we had shipped the BRCK v1 to 50+ countries, that we realized we were only partially on the right track.
It turns out the problem isn’t in making the best hardware for connectivity in difficult environments. Sure, that’s part of the equation – making sure that you have the right tools for people to connect to the internet. But the bigger question involves people, who is connecting to the internet and who isn’t? If, after many years of building BRCK, we had built the best, most rugged and reliable solution for internet connectivity, that would be something we could pat each other on our backs for. However, if the problem instead was “How do we get the rest of Africa online?”, and we were able to solve that problem, then that was a legacy we’d be proud to tell our children about one day.
Sitting in our tiny office around Christmas 2014, we started thinking hard about this bigger issue and began doing deeper research into the problems of this loosely defined “connectivity” space. We started doing some user experience research, manon the street interviews, to figure out what the pain points were for people in Kenya.
Connectivity can generally be broken into two buckets:
First, accessibility – can I connect my device to a nearby signal?
Second, affordability – can I afford that connection?
The results were quite telling, it was definitely about affordability.
For everyone who’s not deep in African tech, let me lay out some interesting numbers for you. Accessibility in most of the emerging markets has been moving rapidly since the mid-2000s when we started to get the undersea cables coming into the continent. These cables then went inland and started a rapid increase in available internet connections and wholesale internet costs decreased rapidly. Since 2008 we’ve had more than one million kilometers of cable dug across the continent, and we have over 240,000 cell phone towers. Concurrently, the mobile device prices continued to drop globally, and by 2016 we started to have more smartphones imported into Africa than non-smartphones.
Reaching deeper into the market research, we started to study this affordability problem.
“A4AI found that the average price of 1GB prepaid mobile broadband, when expressed as a % of average per capita Gross National Income (GNI), varied between 0.84% in North America and 17.49% in Africa.”
It turns out that in almost every country in Africa, there is a consistent ratio among all the smartphone owners in a country: 20% could afford to pay for the internet regularly, and an incredible 80% couldn’t.
Interestingly, when we looked at who else was working in this connectivity space, almost everyone was focused on accessibility, not affordability. Those that were focused on affordability thought that just making the price cheaper was enough. What we’ve seen is that if you just make “less expensive” subscription WiFi (as most do), then you’ll capture another 10% of the market. And while that can make a profitable enterprise, it still leaves 70% of the market unaddressed.
This last blue ocean of internet users in Africa, as well as Asia and Latin America, is still largely ignored. Those who do have the resources go to after it tend to try with iterative approaches in both business models around affordability, and only marginal creativeness in solving for technology accessibility.
Moja Means ONE
It’s taken us five years, going through multiple iterations of new tech, building new hardware, and creating new software stacks that go from the firmware up to the cloud. We’ve been mostly quiet for the past year as we put our heads down and tried to take a new platform to market. Where are we now?
“Moja” means “one” in Swahili, and it was the brand name that we chose to call the software platform that we would build on top of the BRCK hardware. While Moja means one, “pamoja” means “together” or “oneness”, and that was the root we were looking for. To us, Moja is the internet for everyone.
We started by trying to make it work on the BRCK v1, but that was a bit like trying to make a sedan do a job built for a lorry (truck) – it wasn’t powerful enough. The SupaBRCK was envisioned as the hardware we could leverage that would allow us to not just have enough of a powerful and enterprise-level router, but a tool that was actually a highly ruggedized micro-data center. With this, we could host content on each device, as well as get people connected to the internet. Another way to think about the accessibility side of what we do is that we have a new model for how a distributed CDN works on a nation-scale, moving away from the centralized model that the rest of the world uses. In environments like Kenya, we can’t continue to just copy and paste models from more developed infrastructure markets, we have to think of new ways to deal with how the undergirding system actually works and operates.
We give the internet away for free to consumers. How does that work if we all know that the internet isn’t free? After all, someone always pays.
The business model is an indirect one. We charge businesses for some form of digital engagement on our Moja platform (app downloads, surveys, or content caching), and the free internet to our consumers is a by-product of this b2b business model. Like everyone else, we thought we could do it with advertising at first. But we realized that our unique hardware capabilities allowed us some other options, since advertising is a poor option for all but a few of the biggest global tech platforms.
Today we’ve deployed 850 of the SupaBRCK’s running our Moja software into public transportation (buses and matatus) in Kenya and Rwanda. They’ve been quite successful with almost 1/4 million unique users monthly in just the first 3 months. We have both a tested and working technology platform, as well as product market fit. With unit economics that make sense, a growing user base, and a business model that works, we’re excited for the growth phase of the business. This next step means going nation-scale in each of these countries, and also determining our next market to enter.
It’s important that ordinary people across Africa and other frontier markets can stop thinking about the costs of the internet and don’t have to turn off their mobile internet on the smartphones that they already have in their pockets.
Once they know they can afford it, the way they used the internet changes dramatically. An Internet like this is feasible today, and it’s a cheaper, faster, more distributed and resilient one. It’s also being built from the ground up in Africa, where we’re close to both the technology and human problems, and have a better chance of building a the right thing.
Thoughts and Lessons Over 5 Years
First, make sure it’s a big enough problem.
If you’re going to spend 5+ years of your life on something, make sure it’s something that matters. At BRCK we are creating the onramp to the internet for anyone to connect to the internet, and a distribution platform for organizations trying to reach them. If we succeed we only succeed at scale, which by its nature means that we’ve done something big and that it has made a large impact on people.
Second, figure out what to focus on.
When you start out it’s difficult to determine product market fit. We started with a wide funnel of possibilities for our technology, industries that we could target and consumer plays. Over time, we were able to narrow down what could work, and what we could actually do, to the point where we focused on this big “connecting people” problem. We did detour into education with our Kio Kit, which we still think is one of the best (if not the best) holistic solutions for emerging market schools – after all, it’s in places across Africa, as well as the Pacific Islands and as far as Mexico. However, it proved to be too costly for our bottom line to hold inventory, sales cycles are too long, and it was largely a product sale. When we realized that, we started to focus most of our efforts on the bigger underlying issue across all of the markets, which was affordable connectivity and our Moja platform.
Third, persistence trumps skill.
building hardware is hard. It’s even harder doing it in Africa. The upside however is that you’re both closer to the problem, and that if you succeed in figuring it out, you have a good head start on everyone else. The process takes time, costs money, and there are people and organizations who don’t want you to succeed. It always takes longer than you want to get software working properly, or hardware built and reliable. We’ve often been faced by that same problem that plagues all venture backed companies in Africa, in that you have to do a lot of education to investors to even raise the capital, and then when you do you get charged a premium for perceived risk. Partner organizations take resources and time to work with, and they don’t always come through on their promises. All of these things (and more) mean that the best ideas don’t always win in the market, because it’s those that push the hardest and longest that win.
Fourth, it’s the people you do it with.
If you’re going to be on a journey that takes a great deal of time, with intense pressure, and where success is not guaranteed, then you had better do it with people that you can trust, who you can work with, and it helps if you like them too. Throughout my work career I’ve been more fortunate than most (whether at Ushahidi, iHub or BRCK), and this time is no exception. I get to work with a host of wonderful people; not just smart and talented, but also genuinely good human beings. It makes work a joyful challenge, not an exhausting chore.
So, to those back in the day who believed we could do this when it was just a sketch in my notebook, thank you Shuler, Kobia, Nat and Juliana (and the rest of the team at Ushahidi). To our investors who have joined us in this dream of connecting and doing hard things, you’ve continued to step up and that has made this possible. Thank you.
To Jeff, Janet, Birir, Kurt, Barre, and Oira, thank you for sticking it out for all these years and stepping up to more leadership challenges as we’ve evolved. To Philip, Reg, and Kala, I want to thank you for making the impossible happen, time and again, each for more than 5+ years.
This is a guest post by Philip Smart, a UNC-Chapel Hill student from the US, sharing his takeaways from a summer in Africa interning for BRCK.
BRCK is a disruptive Kenyan startup with a mission to connect Africa to the Internet. Central to the company’s mission is building technology for Africans by Africans—this poster hangs in the office entrance.
Sure, tear gas in the city centre can make UX research difficult. Sometimes a 30-minute commute triples when your Matatu runs out of gas. And every now and then your phone calls will drop mid-sentence.
These are the occasional roadblocks I saw this summer while interning at BRCK, but these problems are not insurmountable (unlike a Matatu out of gas in Nairobi traffic).
Matatus are the public transport used in Kenya, usually adorned with spray paint and blaring Kenyan hip hop music videos inside. Some are reminiscent of Mad Max Fury Road.
At BRCK, Kenyans solve these difficult problems. In fact, the company’s motto is “You can do hard things.” And it happens every day there—BRCK is currently tackling the problem of connectivity in Africa, starting in Nairobi. They are installing their SupaBRCK in Matatus, providing free WiFi to Kenyans through a platform called Moja. Moja lets Kenyans connect to the internet without using data bundles, placing the cost burden on advertisers instead of consumers.
The SupaBRCK is a rugged, off-grid connectivity device and microserver giving Kenyans a chance to be a part of the digital economy.
Business models like this and the contextual knowledge from being African are what makes companies like BRCK successful. They have a full-stack Kenyan development team who have built products that change the way Africa connects.
And this innovation doesn’t just happen at BRCK. Just down Ngong road is Nairobi Garage, and a few blocks away is the iHub, both filled with entrepreneurs and energy. All doing hard things.
Adam Reineck, Ideo.org’s Global Design Director, giving a talk to a packed crowd at Nairobi’s incubator space iHub. Ideo.org has three offices: New York, San Francisco, and, now, Nairobi.
Doing hard things seems almost central to Kenyan culture. Any Kenyan will tell you about “The Hustle”—finding ways to get by. Just ask Mark Kamau, whose self-taught design principles helped him move out of Mathare, a slum in Nairobi. Something he said soccer couldn’t do.
But for many of the startups in Kenya and Africa, the hustle isn’t just to make a quick buck. Many solve fundamental issues that further their communities in meaningful ways. They have an important why to their work and aren’t just looking for a unicorn exit.
Mark Kamau doing what he does best.
There’s plenty of inspiring work like this happening in Africa, but it’s often difficult to attract foreign investment there. The infrastructure challenges combined with the homogenous VC market make it an unlikely destination for VC money.
So maybe next time a VC dips into the piggy bank, they should consider investing in Africa. If VCs really want to make a world of difference, they should invest outside of where they’re most comfortable.
Thank you to the BRCK team for an incredible summer! I learned a lot about tech, and even more about life. Credit to them for being such an inspiring, fun crew.
I recently had an opportunity to represent BRCK in the largest design conference in the world, Design Indaba. In the conference I had a chance to represent BRCK’s work, but perharps more importantly, what the work represents in relation to a wider African perspective.
Africa has for the longest time endured a perspective and narratives that belie the potential, ingenuity and drive within its borders. The structures of media messaging that still portray Africa in a certain light don’t help.
From a practical perspective, people living in Africa have for the longest time seen western multinational companies that control global resources concern themselves with the huge challenges that face the world, specifically Africa.
Internet connectivity is a case in point. Over 3 billion people in the world don’t have adequate connectivity to one of the most important socio-economic resource, over 800 million of those are in Africa. In Kenya, over 35 million of the 45 million people don’t have adequate access to the internet. A majority lack connectivity because they live in places with poor on no internet infrastructure. Many of those who do simply cannot afford it. Studies show the average low income Kenyan can only spend an average of 20Kshs on internet bundles (approximately 20USD cents).
If you think of the challenge of connecting the next 3 billion people to the internet, I wager the first people who come to mind are the large companies like Google and Facebook. We have an invisible ceiling of what scale Africans and African companies can think of solutions for Africa.
Why cant African companies think of these Lion sized challenges for Africa?
Due to lack of resources and other reasons, we relegate ourselves to scratch the surface on issues affecting Africa and Africans, while we surrender the solutions for Lion sized challenges to the west.
BRCK and BRCK products challenge this ceiling and with good reason. With SupaBRCK and Moja, we have been working tirelessly to establish an infrastructure that does not rely on traditional infrastructure to connect people to the internet. Imagine getting into a matatu and getting free internet connectivity. BRCK is taking ownership of the connectivity challenge and thinking big. We are connecting the unconnected 3 billion one user at a time.
The same to education. The Kio Kit stands on the shoulders of the predecessors who have come to Africa and try to solve the challenge of providing digital solutions for education in African classrooms. They include one laptop per child from MIT media lab and others. We have taken learnings from challenges these deployments have and built a solution that relies on deep contextual research and design to develop a solution that is pushing digital education even further.
Presenting real examples of how BRCK is taking on Lion sized challenges for Africa resonated with the well informed crowd at design Indaba, and was in line with like minded speakers who embrace a proactive, afrofuturist perspective that is pushing Africa forward in various fields of media, the arts among others.
It also is quite something that the largest design conference is In Africa. Way to go design Indaba, Way to go Africa.
There is never a dull moment when the BRCK engineering team goes out for a field trip to test out new tech. The experience and victories gained are always priceless. This time the team set out to the world’s largest refugee complexabout 90km back from the Kenya-Somalia border. The mission, as we had chosen to accept: To pilot the PicoBRCK for the UNHCR WASH project at one borehole location.
The Dadaab refugee complex hosts almost a quarter million people people which requires UNHCR WASH to treat and pump a total of 10 million litres of water per day from 28 boreholes scattered around the complex. This is a pretty amazing feat to accomplish and it is stunning to see how the WASH team in Dadaab meticulously pulls it off, considering the sheer size of the area the complex occupies. To improve this process, BRCK and UNHCR teamed up to provide a solution that would enable remote monitoring of water generation and water treatment using the PicoBRCK as an IoT platform.
The first thing you notice when you arrive in Dadaab is the glaring sun that makes you sweat enough water to make some cloud cover later in the day. More importantly, we were interested in how the lithium batteries in the PicoBRCKs would cope with the high temperatures. The PicoBRCKs run off Lithium Polymer batteries which are generally designed to charge best between 0 and 45 degrees Celsius;the high temperatures might cause some power related issues later on during the pilot period.
Every project has its hiccups and this one was no different. Airtel, the original network carrier we chose for the installs was down during the time we were in Dadaab. We had specifically confirmed coverage and operability of the Airtel network on our first trip to Dadaab but it was not to be. Luckily, we were able to find sim cards from a different network provider and replace the ones we had.
The PicoBRCK can integrate to any sensor through a daughter board and supports sensors via SPI, I2C, UART and General Purpose IO. For the UNHCR WASH project, we integrated one PicoBRCK to a chlorine and temperature sensor to monitor the amount of chlorine dosed per litre of water. We installed the second PicoBRCK to a hall effect sensor over the water flow meter as a non intrusive way to digitally measure the rate of flow of water. For this pilot deployment we tapped into the power being supplied to the chlorine doser. We ran cables from the generator room to the PicoBRCK and installed a 240V AC socket where we plugged in a 12V adaptor to keep the PicoBRCK power topped up. The waterproof PicoBRCK case made it much easier and convenient for the installs. We could have it mounted practically anywhere we needed to. For one of the units, we had to use a tree that stood close to the water meter! Future installs will take advantage of the PicoBRCK’s solar charging capability which will make the installation procedure even more straightforward.
On the third day of the install process, we successfully got both PicoBRCKs up and reporting to the cloud with viable data for the two week pilot period. After the pilot period, we will install PicoBRCKs at nine other boreholes and hopefully have a positive impact on water consumption data at the complex.