mespt strategic plan 2015

w w w . m e s p t . o r g

Strategic Plan 2015 - 2019

Micro-Enterprises Support Programme Trust

Table of Contents

Foreword from the Chairman .................................................................................................................. 1

Executive Summary ................................................................................................................................ 2

Our History .............................................................................................................................................. 3

Achieving our Vision and Mission ........................................................................................................... 4

What We Do ............................................................................................................................................ 7

Foundation of our Strategic Plan ............................................................................................................ 9

Our Core Values ........................................................................................................................ 9

Overarching Approach ............................................................................................................. 10

Our Strategic Plan .................................................................................................................... 11

Strategic Goals and Objectives ............................................................................................................. 12

Strategic Goal 1 ....................................................................................................................... 12

Objective One ................................................................................................................. 13

Objective Two ................................................................................................................. 13

Objective Three .............................................................................................................. 13

Strategic Goal 2 ....................................................................................................................... 14

Objective One ................................................................................................................. 15

Objective Two ................................................................................................................. 15

Objective Three .............................................................................................................. 15

Strategic Goal 3 ....................................................................................................................... 16

Objective One ................................................................................................................. 17

Objective Two ................................................................................................................. 17

Objective Three .............................................................................................................. 17

Strategic Goal 4 ....................................................................................................................... 18

Objective One ................................................................................................................. 19

Objective Two ................................................................................................................. 19

Objective Three .............................................................................................................. 19

Looking Forward ................................................................................................................................... 20

Annexures ............................................................................................................................................. 21

Foreword from the Chairman

I am pleased to share with you the Micro-Enterprises Support

Programme Trust 2015 – 2019 Strategic Plan.

The Plan reflects goals the trust will accomplish to deliver the

best possible support to micro, small and medium enterprises,

working towards poverty alleviation, income generation and

creation of employment. It sets forth the objectives we will

employ to accomplish our goals and also establishes measurable

outcomes for us to achieve. This Strategic Plan was developed through the involvement of

MESPT employees and other stakeholders who contributed to generating our goals, objectives

and desired outcomes, and who are now working with us to execute this Plan.

MESPTs 2015 - 2019 strategic goals are to:

1. Become the leading development organisation in Kenya that is focused on poverty

reduction through sustainable micro-enterprise development activities

2. Strengthen our institutional capacity

3. Increase our capital base

4. Build and strengthen our strategic alliances with key stakeholders

I am committed to centring MESPTs resource decisions going forward on achieving the

outcomes we have set forth in this Plan all of which are geared towards sustainable

development with an emphasis on agri-business and value chain approach.

MESPT, however, is just one among many institutions fighting poverty and unemployment. We

will be successful only if we build, sustain, and draw upon the capabilities of likeminded

partners and collaborators. I look forward to working with such partners both local and

international, citizens across our country to bring about the outcomes set forth in this Plan.

Your support and engagement will ensure our collective success.

Mr. Muriithi Kagai

Chairman of the Board of Trustees


Micro-Enterprises Support Programme Trust 2

Executive Summary

The Micro-Enterprises Support Programme Trust Strategic Plan 2015 - 2019 advances the

organisation’s Mission to support the growth of micro, small and medium enterprises by providing

integrated business solutions for sustainable development. For 2015 - 2019, MESPT will focus on four

strategic goals, institutionalising key developments while building our capacity and strengthening our

core structure and effectiveness.

The four strategic goals, outlined below, along with their associated objectives, will spur growth, guide

application of our resources, and inform all MESPT employees approach to their work and our Vision.

Our Strategic Goals

Become the leading development organisation in Kenya that is focused on poverty reduction through sustainable micro-enterprise development activities

• Align with the green growth strategy for achieving sustainable development

• Enhance our products and services

• Incorporate upstream and downstream value chain into our core activities

Strengthen institutional capacity

• Strengthen corporate governance policies

• Attract and maintain talented professionals

• Invest in systems, structures and training

Increase Capital Base

• Increase institutional, national, individual, private and public donors

• Strengthen our monitoring, maintenance and recovery units

• Streamline operational costs

Build and strengthen strategic alliances with key stakeholders

• Aggressively cultivate new partnerships and collaborations

• Strengthen existing partnerships and collaborations

• Build a team of specialists



Our History

Micro-Enterprises Support Programme Trust (MESPT) was

established in November 2002 by the Government of Kenya,

represented by the Permanent Secretary in the Ministry of Finance

and the European Union to assume and continue with the

activities of the Micro-Enterprises Support Programme (MESP),

previously implemented also by the Government of Kenya and the

European Union between 1997 and 2002.

MESPT began operations in January 2003 and started by offering wholesale loans to financial

organisations, including microfinance institutions, savings and credit cooperative societies and

financial services associations, for onward lending to micro-enterprises. In 2012, the European Union

relinquished its rights as a founder and passed those rights to the Danish Representation in Nairobi,

Ministry of Foreign Affairs of Denmark (DANIDA), represented by the Head of the Danish Mission in

the Republic of Kenya.

Since inception, MESPT has cumulatively disbursed over KES 3.7 billion in micro, small and medium

enterprise loans and over 20,000 enterprises have gained access to MESPT programs, products and

services. Today, we are focused on green growth and sustainable development while still further

committed to expanding the impact of our products and services across the micro, small and medium

enterprise sector thereby cascading innovation, enterprise and market-building strategies. This will in

turn advance our Vision and Mission towards the alleviation of poverty though creation of employment

in micro-enterprises.

In August 2014, the Board of Trustees was fully reconstituted in order to invigorate and prepare the

organisation for our future and that of development organisations. The new Board of Trustees were

selected through a competitive process to include diverse skills and experience.



Achieving our Vision and Mission

Kenya is a country of numerous

contrasts, from its landscape to

its demographics, and more so,

its social and economic

inequalities. Kenya is a highly

unequal country with over 4 in

10 Kenyans living below the

poverty line of a dollar a day.

Kenya's prospects for long-term growth, however, are among the most favourable in East Africa

driven by investments in infrastructure, its location as a regional hub, and gradual improvements in

governance and public-sector capacity. While Kenya is on the path to continued economic growth,

poverty remains a substantial challenge. This is the challenge at the core of MESPTs Vision and

Mission where our founding principles direct us towards the below areas of focus in all our activities:

I. Green growth is the first underlying component in our organisation’s Vision and Mission because

we firmly believe that the needs of the present should be met without compromising the ability of

future generations to meet their own needs. We believe that the success of our future economy

will hinge significantly on our ability to integrate environmental costs and benefits into the heart of

our economic activities and decision-making. We

are committed to the fundamental green growth

principles and are prepared to lead, partner in, or

follow green growth initiatives over this strategic

period and into the future.

II. With green growth as our northern star, enterprise

development is the second underlying component

in our organisation’s Vision and Mission. We

develop micro-enterprises by investing in their establishment, expansion, bridging, and

improvement of business. The shape of enterprise development has itself evolved over the years.

In our engagements with micro-enterprises we are constantly focusing on value chains, creating

linkages, diversification of revenue streams, educating markets, skills bridging, and training

needs.



The core purpose of MESPT is:

To help build a more prosperous society

Our Vision:

To be the leading and preferred provider of resources for

development of enterprises

Our Mission:

To support the growth of micro, small and medium enterprises by

providing integrated business solutions for sustainable

development

III. Value Chain Development is the third underlying component in our organisation’s Vision and

Mission. At MESPT we believe the value chain is a holistic view of the micro-enterprise. This

means that in our engagements, we take an all-inclusive approach that allows us to impact the

micro-enterprise and also upstream and downstream stakeholders thereby increasing the overall

impact towards poverty alleviation, income generation and creation of employment.

Our Vision and Mission statements consistently remind us of our purpose and our path. Our Vision

leads to a future with an innovative, robust micro-enterprise sector, across various industries and

sectors supporting a strong an employment base. We will continue to drive the frontier of enterprise,

innovation and development of skills allowing us to be part of a green, sustainable, resilient, inventive

economy.

Our Mission statement outlines the practicable role we have chosen towards bringing our Vision to

reality. As an organisation geared towards social impact by way of poverty alleviation, we are

determined to use our unique tools and capabilities to their full potential.

Inputs Production Processing Trade Distribution Consumption

Upstream Downstream



Beyond our Vision

Our future success will be greatly determined by our ability to bring together our entire organisation

and pull together harmoniously towards a common vision. However, our development focused

business model needs a diversity of partnerships with communities, donors, national and county

governments where we can create synergies around our wide-ranging capabilities.

Our organisation continues to remain open and extended towards shared objectives and like-minded

persons with whom together we can create a better future. Our focus has always been, and will

always be, to work towards the alleviation of poverty in Kenya through the creation of employment.

This is our passion, our purpose, and what drives our Vision and Mission.



What We Do

Our business model is based on a three tier system that includes

producers, SMEs and financial intermediaries. The relationship

across the three tiers creates seven intersections that

describe what we do as an organisation with our products

and services.

In intersection Producers, SMEs and Finance,

as an organisation we link and bring together all

three tiers through products and services such

as advances, grants, capacity building,

partnerships and collaborative programs.

Intersection brings together Producers and

SMEs whereby we also provide grants and loans to

enterprises and capacity building services that enhance both

tiers and their reciprocal operations.

In intersections SMEs and Finance and Producers and Finance, we provide finance for

onward lending to micro, small and medium enterprises and cash backed guarantees that facilitate

the same.

We also deliver our products and services directly to Producers, SMEs and Finance where

we provide loans, equity investments, consultancy and training services, capacity building services

and special programs.



Our Products and Services

MESPT has at its core, the focus on alleviation of poverty and creation of employment through micro,

small and medium enterprises. We have an established basket of products and services which can be

categorised into financial services, non-financial services and special projects.

MESPT non-financial services are centred on Enterprise Development, Value Chain and Capacity

Building activities, through greening the value chain, improved productivity and quality of produce and

access to markets; The non-financial services specifically addresses issues to do with promotion of

best production technologies, practices, certifications and innovation; linkage of producers,

processors and traders to relevant domestic and export markets for their products; building and

strengthening the capacity of grass root organisations; supporting value addition and post-harvest

reduction activities; promotion of renewable energy and energy efficiency technologies; soil and water

management and Integrated Pest Management/ Integrated Crop Protection; and facilitate waste

management. These activities require access to financial services to address the existing gaps.

The financial services are therefore positioned to be the preferred financier to address the gaps in

the non-financial services activities by providing appropriate financing and technical financial support

to the various players in the value chains including producers/farmers, processors, service providers,

and businesses. This is done through facilitating linkages between the various Value chain players

and appropriate financial institutions. In this regard, the following products are offered by the financial

services to support the non-financial services activities:-

a) Provision of loans to financial intermediaries for on-lending to enterprises;

b) Provision of loans to agriculture Value chains and Green Growth Enterprises.

c) Provision of cash backed credit guarantees and subsidies to address financing gaps and

constraints facing agriculture Value chains and Green Growth Enterprises.

d) Capacity building for financial institutions (microfinance institutions, Sacco’s and FSAs) that

provide financial services to players in targeted value chains.

The catchment area for the financing activities remains national. However, priority is given to the

MESPT targeted counties in order to correct the market imperfections or failures relative to access to

finance and also strengthen the impact of the non-financial services activities A stronger focus is in

creating financial linkages on the dairy, export vegetables, passion fruits and Nuts (Macadamia,

Cashew Nuts, and Coconut, Peanuts) value chains.

Special Projects include structured partnerships and collaborative programs, with local in

international institutions and donors.



Foundation of our Strategic Plan

Strategic planning at MESPT takes place through consultation of numerous stakeholders and is

further guided by our core purpose, Vision, Mission and our shared core values. MESPT’s core values

are Professionalism, Integrity, Transparency, Accountability and Inclusion. These core values guide

our individual and organisational behaviour. Each of these core values guides our leadership in

making decisions that optimize performance and stewardship in any environment.

Our Core Values

Professionalism

Conduct business in a conscientious, committed, respectful

and ambassadorial manner.

Integrity

Uphold firm obligation to the rules and charter of MESPT in

both their intent and spirit.

Transparency

Perform our business honestly, openly and forthrightly.

Accountability

Acknowledge and assume personal and collective

responsibility for actions and decisions.

Inclusion

Respect all diverse backgrounds, perspectives and life

experiences and value their contributions towards enabling

continued success.



Overarching Approach

Our strategic planning process creates an overarching framework, which is supported by the various

stakeholders that work to accomplish the organisation’s core purpose. Our 2015 – 2019 strategic

direction reflects and aligns our organisation’s full spectrum of activities to accomplish the purpose of

poverty alleviation, income generation and creation of employment through green growth and value

chain development.

Building on our progress in fostering openness and transparency, we consulted both internal and

external stakeholders, to identify challenges and opportunities in the coming years. Understanding

and mitigating these challenges, while taking advantage of the opportunities, allows us to plan more

effectively and ensures that we can accomplish our goals.

Opportunities for cooperation can expand our potential and add to our collective accomplishments in

the alleviation of poverty. Collaborating with more partners, both international and local in our

endeavours enhances capabilities and enables projects and scope that would otherwise not be

possible.

Finding new ways to achieve our Vision

We are leveraging more partnerships to accomplish our Vision. These include donor, local and

national governments among other opportunities that are available for the organisation. It may also

require accepting higher risk on some activities with potential for significantly greater impact in line

with our Vision and Mission.

Increasing sustainability, accountability, and transparency

We must align our organisation wisely to ensure sustainable and reliable support. This means careful

management of our assets, infrastructure and workforce. While we strive for continuity, we must

maintain our commitment to creating social impact and to be responsible stewards of the resources

entrusted to us.



Our Strategic Plan

The following section outlines the strategic direction we will pursue to advance our Vision of the future

over the next five years, 2015 - 2019. We have identified four strategic goals that will strengthen our

ability to accomplish our Mission. Each strategic goal is discussed in concise detail and supported by

several strategic objectives.

The first strategic goal focuses on our own development and identifies where we would like to be by

2019. The second strategic goal looks inward at our organisation. The third strategic goal looks at

expanding our financial capabilities. Finally, the fourth strategic goal focuses on our stakeholders.



1

Strategic Goals and Objectives

Strategic Goal 1

Become the leading development organisation in Kenya

that is focused on poverty reduction through sustainable

micro-enterprise development activities

Starting in 2015, we have set firmly as our first strategic goal, to become

the leading development organisation in Kenya that is focused on poverty

reduction through sustainable micro-enterprise development activities.

This goal is to be achieved over the next five years through several

specific objectives that we believe will make the eventual difference.



1 “Become the leading development organisation in Kenya

that is focused on poverty reduction through sustainable

micro-enterprise development activities”

Objective One

Align with the green growth strategy for

achieving sustainable development:

We are committed to the green growth path towards

economic growth and sustainable development.

Over the next five years we will take firm steps to

align our partnerships, products and services

towards green growth.

Objective Two

Enhance our products and services:

We believe that our programme, product and service

offering ultimately determines how well equipped we

are to deliver on the ground. We will continue to

identify and develop responsive products and

services that allow for streamlined deployment and

predictable outcomes along a triple bottom

framework giving us the ability to aggressively

increase our impact portfolio.

Objective Three

Incorporate upstream and downstream value

chain into our core activities:

Stakeholders along micro-enterprise value chains

will provide us with substantial opportunities for rapid

and effective engagements.

Measure of Success

Clear standing as the leading poverty alleviation and development organisation focused on

micro-enterprises as measured by a triple bottom line impact assessment, that is people,

environment and economics

Full integration of value chain into our business services



2

Strategic Goal 2

Strengthen institutional capacity

At MESPT, we recognise that ensuring the highest standards of

corporate governance, efficiency and effectiveness within the

organisation is a lot more than just allocating and expending resources

responsibly. We are dedicated to continually improving our charter,

policies, systems and structures allowing us to address complicated and evolving challenges. Detailed

policy guidelines, comprehensive procedures, robust internal controls, effective and secure

management information systems and a commitment to transparency and accountability are all part of

our continual effort and grinding stone to strengthen institutional capacity.



2 “Strengthen institutional capacity”

Objective One

Strengthen corporate governance policies:

The ultimate objective of our corporate governance

will be to achieve the highest degree of harmony

within the organisation. A high level of corporate

governance, guided by the charter will ensure that

we perform in a well-controlled and consistent

internal environment.

Objective Two

Attract and maintain talented professionals:

As our portfolio evolves we will bring new skills and

expertise into the organisation. We will also

continuously conduct skills gap analysis. Our

succession plan will work as a great motivator and

retention tool. Concurrently, we plan for attrition by

forecasting future leavers helping us plan

accordingly. Lastly, we analyse our demographics to

ensure our inclusion values are met. Diversity is

absolutely essential within our organisation as, in

our opinion, it drives creativity and innovation.

Objective Three

Invest in systems, structures and training:

We will devote resources to improving each aspect

of our organisation and regularly course correct

based on accurate information from lessons learned.

Measure of Success

Positive and consistent organisation standing with all stakeholders

High retention, satisfaction and development rates of our staff

Regular development programs across the organisation



3

Strategic Goal 3

Increase capital base

Our goal to increase the organisation’s capital base will succeed through

aggressively pursuing the various sources of funding available to us

including donor funding, local and national governments, private

individuals and organisations among other sources. We will in addition to

raising additional capital, work towards maximising our effectiveness, reducing operating cost ratios

and proficiently managing our portfolio of advances. A steadily increasing capital base will enable us

to support our Mission and achieve our long-term Vision therefore our goal is to increase our capital

by KES 4 billion annually through to 2019.



3 “Increase capital base”

Objective One

Increase institutional, national, individual,

private and public donors:

Our first objective includes:

1. Increase the physical number of donors;

2. Maintain an increasing number of our donors

over time;

3. Increase the giving amount of as many of

our donors as possible.

Objective Two

Strengthen our monitoring, maintenance and

recovery units:

Our robust credit and risk administration unit will

ensure that we sustain the quality of our

portfolio. This will elevate our income from our

interest bearing advances to bolster our capital

base.

Objective Three

Streamline operational costs:

We will reduce the costs of supporting our

products, services and projects in order to

maximise the organisation’s capital availability.

Measure of Success

KES 4 billion annually through to 2019

Proportionate increase in unrestricted and program restricted funding

Improved and benchmarked annual operating cost ratios



4

Strategic Goal 4

Build and strengthen strategic alliances

with key stakeholders

We are well positioned to aggressively engage in partnerships and

collaborations, both long-term and short-term, towards the benefit of

alleviation of green growth, poverty and creation of employment in Kenya.

Partnerships and collaborations offer crucial opportunities to bring together

capital, operational resources and expertise that will allow us to advance

our mutual objectives.



4 “Build and strengthen strategic alliances with key

stakeholders”

Objective One

Aggressively cultivate new partnerships and

collaborations:

We will coordinate efforts across the

organisation to identify new partnership

opportunities and aggressively pursue them

based on their alignment green growth and

poverty alleviation activities.

Objective Two

Strengthen existing partnerships and

collaborations:

We will advance our current partnerships and

collaborations to ensure that we have maximised

our cooperative opportunities fully.

Objective Three

Build a team of specialists:

We will further develop a dedicated team tasked

to initiate, secure and develop partnerships and

collaborations through outreach, presentations,

proposals and lobbying.

Measure of Success

Increased number of partnerships, collaborations and programs

Increased activities and programs with existing partners

Development of systems around our strategic alliance acquisition activities



Looking Forward

Our strategic plan provides us with clear, unified direction along green growth, enterprise and value

chain development for all of our activities. We are committed to our goals and to expanding our impact

and footprint of over the 2015 - 2019 period.

Vision 2030

Beyond 2019, our organisation is committed to the national long-term development blueprint to create

a globally competitive and prosperous nation with a high quality of life by 2030. The national blueprint

aims to transform Kenya into a newly industrializing, middle-income country providing a high quality of

life to all its citizens in a clean and secure environment.

Kenya’s Vision 2030 is anchored on three key pillars; economic, social and political governance. The

Economic Pillar of Vision 2030 seeks to improve the prosperity of all regions of the country and all

Kenyans by achieving an increasing Gross Domestic Product growth rate. Within the Vision 2030

Plan, there are six priority sectors including agriculture, tourism, wholesale and retail trade,

manufacturing, information technology services and financial services. With the successful

implementation of our 2015 - 2019 strategic plan, MESPT will be well positioned to contribute fully

towards the Nation’s Vision.



Annexures

Annex I – Board of Trustees Profiles

Mr. Muriithi Kagai - Chairman

Mr. Muriithi Kagai is a development economist and consultant with over 15 years of International

Development experience advising donors, NGOs and governments on development and has served

as Managing Director of a leading development finance institution in Kosovo. He was in the DANIDA

mission under the Commission for Africa that set up the African Guarantee Fund and has supported

Kenya’s private sector development strategy and Vision 2030 under DANIDA. His current consulting

portfolio includes aBi trust, an initiative of the governments of Uganda and Denmark to develop the

agribusiness economy in Uganda. He holds an MSC in International Community Economic

Development and is doing a PhD in Development Studies from Moi University. He is married with 4

children.

Ms. Jacqueline Okeyo Manani – Vice-Chairman

Ms. Jacqueline Okeyo Manani holds a Master of Laws LLM degree from the University of London, a

Law degree from Moi University and has training and experience in corporate governance, public

policy formulation, strategic planning, quality management systems, performance contracting and

public procurement. She is currently the Director Legal Services at Public Service Commission Kenya.

Previously she has worked as an Assisting Counsel with the Judges and Magistrates Vetting Board

and as Senior Legal Officer and head of the legal department at Moi University. Before that, she

practiced as an advocate for a number of years. She is a member of the Law Society of Kenya, the

East African Law Society, the Commonwealth Lawyers Association, the International Commission of

Jurists and the Institute of Certified Public Secretaries of Kenya.

Mrs. Elizabeth Matioli – Member

Mrs. Elizabeth Matioli is a longstanding development facilitation professional, with over 12 years of

experience in value chain development in the dairy, livestock, non-timber forest products, ecotourism

sectors, among others, in Kenya, Eastern Africa and Somalia. This is coupled with 8 years of

experience in the environment and natural resource sector where she has been instrumental in

pioneering co-management frameworks, facilitating policy dialogue and strengthening capacity of civil

society actors. She holds a degree in Mechanical Engineering from Moi University (Kenya) and an

MBA from Management University of Africa. Presently, she is specializing in development

cooperation, in the capacity of Programme Manager in Danida's Climate, Environment & Natural

Resource Management Programme in Kenya.



Ms. Minnie Mbue - Member

A seasoned Finance and Strategy MBA (University of Manchester, UK) professional with over 25

years’ experience at Senior Bank and Financial Services Management level. Ms. Minnie Mbue is

successful in gaining insight into business operations and challenging accepted practices and

methodologies; she builds and leads effective working teams, has proven experience as a change

agent and has a high degree of technical knowledge and skills in applying enterprise risk

management & regulatory compliance, and financial & business analytics including mergers and

acquisitions. Minnie has excellent interpersonal and communication skills and strong ability to work

with a wide range of stakeholders and multi-disciplinary teams. Her ability to drive compliance with

organisational policies, standards, deadlines and statutory regulatory requirements is strong as is her

skills in strategic planning and execution.

Mr. Hezron Ripko - Member

Mr. Hezron Ripko holds a Masters degree in Organisational Development (OD) from United States

International University (USIU), Bachelors degree in Community Development (Daystar University)

and currently pursuing Doctor of Business Leadership (DBL) from University of South Africa (UNISA).

He is the Executive Director / Founder of Pokot Educational and Development Programme (PEDP) –

An NGO based in Rift Valley that deals with Sustainable development projects, humanitarian work

and Peace building. He has 16 years progressive experience in sustainable development projects in

Kenya including working with vulnerable & marginalized communities such as the youth, women,

Pastoralists among others. He is a Director of Izwe Loans Kenya a Micro Finance Institution and

Chairman / Founder of Nomads International Consultants Limited – An Investment & consultancy

company in various fields.

Mr. Michael Itote - Member

Mr. Michael Itote is a Director and Principal Consultant of Management Audit Consulting Ltd, which

offers consulting services in Enterprise Risk Management, Internal Auditing and other Corporate

Governance support services. He has consulted widely for organisations in the Public and Private

Sectors, including piloting the implementation of Institutional Risk Management in the Public Sector.

He is a Fellow of the Institute of Certified Public Accountants of Kenya and has served the Institute in

a number of capacities including holding the position of Chairman between June 2009 and May 2011.

He was also Chairman of the Board of Trustees of KCA University from July 2009 to May 2011. He

was a member of the Board of Directors of KASNEB for three years till May 2013. He was recently

appointed by the Cabinet Secretary for ICT to serve as a member of the Universal Service Advisory

Council (USAC), an independent body within the Communications Authority of Kenya charged with

ensuring Universal Access to ICT services to the underserved parts of the country. Michael holds a

BSc. Accountancy from USIU Africa.



Mr. Kisabit Philip - Member

Mr. Kisabit Philip is a seasoned microfinance professional in a career spanning over 13 years. He

joined Real People Ltd, a South Africa Financial institution, in 2009 and is the Head of Housing

Business (Mortgage) in East Africa. He has held various positions locally and regionally that have

included countries like Tanzania, Uganda, Malawi, Botswana and South Africa. Kisabit’s expertise

includes Research and products development, strategic and business planning, organisational

alignment and business transformation. He is passionate about improving lives and livelihoods of the

people through transformational of affordable and sustainable finance. Kisabit, a graduate of

University of Nairobi school of Business, earned a Master of Banking and Finance from Moi

University. He has also enrolled for a Doctorate degree in Entrepreneurship in Jomo Kenyatta

University of Agriculture and Technology.

Mr. Jackson Njau Kinyanjui – Member

Mr. Jackson Kinyanjui holds a Bachelor of Education in Economics and Business Education from

University of Nairobi (1981). Has a Masters Degree in Development Economics from Williams

College in USA Massachusetts. He has attended other short courses in Holland, Soviet Union and

United Kingdom in respect to the housing policy and planning, port planning and management and

urban traffic and transport policy, and planning in developing countries among others. Mr. Kinyanjui

has worked through various cadres in the Government since 1981 that makes 32 years of experience

in the Public Service. He is currently the Director of Resource Mobilization Department in the National

Treasury. His main duties in the current position include mobilization of External Resources from

multilateral and bilateral organisations for funding of Public Investments. He directs eleven divisions in

the Department.

Annex XII – Organisation structure (Management)

M i c r o - E n t e r p r i s e s S u p p o r t P r o g r a m m e T r u s t

M E S P T P l a z a , 0 1 T a u s i R o a d , W e s t l a n d s , N a i r o b i , K e n y a

w w w . m e s p t . o r g

mespt strategic plan 2015

Documents