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

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