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A Green Economy is one in which the production of goods (and services), is optimized to ensure minimum negative impact on the environment and maximum socio-economic benefits for the population.

CEO NETFUND

Kenya has chosen to embed the green economy principles in its national planning by developing a Green Economy Strategy (Green Economy Strategy and Implementation Plan 2016-2030) for the sake of its own development aspirations as well as the current global situation – in which growing populations, resource scarcity, and increased competition arising from the effects of globalization.

In today’s world, efficiency is the one of the primary forces driving socio-economic development. Industries that were primarily interested in bringing economies of scale through mass production are fine-tuning their processes towards lean production. Corporations are outsourcing some of their work to other countries where the work can be done at a lower cost due to lower cost labor or other benefits elsewhere. The world is increasingly opening up and completion is intense. Consumers now have access to more information and choices and some are basing their purchases on the corporate image of the organizations providing them with the products or services.

Major features of a Green Economy include resource use efficiency, sustainable natural resource management, and sustainable infrastructure, building resilience, social inclusion and sustainable livelihoods.

Development Planning

In Kenya, Development planning and execution is guided by its Consitution and Legislation. The Medium Term Planning Process is a pivotal process in development planning. In 2008, Kenya adopted a medium term planning process that has ensured that there is a medium term in place shortly after each election – which normally borrows from the agenda (or manifesto) of the government of the day. Kenya is therefore in the process of transitioning to the “Third Medium Term Plan” that is expected to be published in the next few months. This is a critical planning document that guides planning, implementation, budgeting and evaluation during the next 5 years.

Alongside the planning at National Level, counties will also be expected to come up with development plans. As the Constitution requires, there is National legislation that prescribes the structure of the development plans and budgets of counties; and the form and manner of consultation between the national government and county governments in the process of preparing plans and budgets.

The development Green Economy Strategy was developed through consultation process with county governments and other stakeholders – an extensive process that benefitted from development partners such as UN Environment, Danish International Development Agency (DANIDA), Africa Development Bank (AfDB), World Wildlife Fund for Nature (WWF) and German Development Cooperation (GiZ). These partners are giving a wide range of technical and financial support to the people of Kenya to help Kenya attain a greener economy through sustained green growth.

  Country Population in Millions in 2016 GDP in Billion Dollars in 2016

GDP

Per Capita in 2016

GDP Growth Rate

2016

  Kenya 48.46 70.53 1,455.36 5.8
  Ethiopia 102.4 72.37 706.76 7.6
  Uganda 41.49 25.53 615.31 4.6
  Tanzania 55.57 47.43 879.19 7.0
  Rwanda 11.92 8.376 702.84 5.9
  Burundi 10.52 3.007 285.73 -0.6

The Strategic Importance of a Green Economy

From the above data, it is evident that Kenya’s is one of the bigger ones its immediate neighborhood at 70.53 Billion Dollars compared to Ethiopia’s at is slightly bigger at 72.37 Billion Dollars. It is important to remember that the size of an economy is never fixed but usually grows. In the year twenty sixteen (with the exception of Burundi) the economies in the immediate neighborhood grew significantly. Kenya grew at 5.8% compared to Uganda at 4.6% and Ethiopia that grew fastest at 7.6%. Burundi on the other hand experienced slight negative growth.

An important statistic that should not be overlooked is the GDP per capita (per person). Among the above mentioned countries, Kenya has the highest GDP per capita. For example, Kenya’s per capita GDP in 2016 was $ 1,455.36 compared to Ethiopia’s which was $. 706.76. This means that the average Kenyan produces and consumes about twice as much wealth in terms of goods and services as the average Ethiopian. Production is governed by factors such as skills, technology, infrastructure, natural resources, knowledge, strategic focus and operational efficiency.

Since most natural resources in a country are not renewable, theirs sustainable usage has a great bearing on overall production.

Fromm that above data, it is evident that Kenya enjoys a productivity edge over her immediate neighbors. This situation is not due to being advantages in terms of natural resources such as minerals, but as a result of Kenyans being able to produce more goods and services on average – due to enabling factors such as skills and infrastructure.

The Changing Global Environment

During the last century Henry Ford helped to “invent” mass production. The production of standardized goods through a highly structured and segmented process where workers carried out nearly uniform tasks as described by earlier management thinkers such as Henry Fayole.  As a result, the cost of producing goods came down markedly and gave rise to the idea that efficiency was a result of greater economies of scale. The American products – especially cars made by manufacturers such as Ford and General Motors became iconic brands. A mass production system was efficient in some respects compared to the earlier crafts production. There were often many defective parts – leading to wastage of materials, goods were produced in excessive quantizes leading to excess inventories – which incurred storage costs – and salesmen and advertising which further increased the costs of pushing the products to customers.

Still all was well because the environment of the time did not provide effective competition. Markets were largely protected by geographic and administrative barriers. Consumers had little access to information about options. There were many barriers to entry in business – due to financial, technical and other limitations. This changed when people working elsewhere in the world began to find more efficient ways of doing things – by focusing on the efficiency of their operations through techniques such as the now famous Kaiznen and others such as Lean production popularized by firms such as Toyota Motors. In the 1980s the economies in the Western world began to feel the pinch of their wasteful production systems. There are many reasons attributed to this drive in efficient production. One possible explanation, is that Japan, which did not have mineral deposits such as iron, was bound to look for a better way of using the available imported resources – through minimizing wastage in the production process and also developing products that had better energy efficiency – especially cars that did more miles per gallon.

This changed when the era of globalization opened new markets. When the Berlin wall came down people from the communist world were also enabled to enter the global market. Efficiency production in this global market – where consumers has access to more information on products and prices – due to the internet and other factors, led to intense competition for producers. Eventually, even the cost of labor became contentious – a reason where so many firms outsourced their manufacture to places such as Taiwan and China to remain competitive. Today, most virtually all American computers and phones are made in China – including the legendary iPhone

The Development of the Green Economy Strategy and its implementation

In 2014, the Ministry published the Green Economy Assessment report – with the help of development partners. An issue of interest was whether Kenya would maintain her current rate of economic growth it transited into a greener economy. Through a modeling process that involved various government agencies – especially those concerned with modelling such as Kenya Institute of Public Policy and Research Analysis (KIPPRA). It was established that by transitioning to the envisaged green economy, Kenya’s GDP would grow faster.

To develop the Green Economy Strategy (also called Green Economy Strategy and Implementation Plan - GESIP), a National Steering Committee was set up – whose composition was as indicated on page vii of the document.

The process of drafting the GESIP was initiated and the document was deliberated extensively by the committee and stakeholder. Like all bills, policies, regulations, strategies and other publications of national importance, this was done in line with the Constitution – which requires transparency and stakeholder participation. The consultation process involved representation form all county governments through regional consultations. Private Sector participation was realized through KEPSA and KAM – the former represented at steering committee level. Civil Society were also represented - as were stakeholders such as the Kenya Bankers Association.

Participatory governance can be costly, but the Ministry was well supported by stakeholders such as AfDB, DANIDA, UNEP, WWF, and GiZ – who provided a variety of technical and financial support and are still actively supporting the process. The stakeholders have also made various commitments towards the launch.

As mentioned in the preface, the GESIP has directly influenced various initiatives including:

SWITCH Africa Green – which supports MSMEs and is funded by the EU through UNEP – which in turn involves UNOPs, and UNDP in coordination. The Ministry helps in Coordination

Green Growth and Employment Creation – which is implemented in the Ministry and is funded by DANDIA and GoK

Operationalizing Green Economy at Sub-National Level – an initiative supported by UNEP and GiZ and is geared at helping the national government fulfil its constitutional mandate of building capacity of county governments. So far Mombasa and Nakuru counties have befitted from the initial activities. The University of Nairobi is also involved in the trainings and the project is implemented in Uganda, Rwanda, Ethiopia, Ghana and Mozambique as well. The existence of a national strategy on Green Economy is one of the reasons Kenya got support for this activity.

The Green Economy Strategy seek to ensure that Kenya manages it’s natural resources better, but is also enhance domestic production in bother service and manufacturing sector. This will help Kenya adapt to the increasingly competitive global economic environment, and the increasingly aware consumer – as well as the environmentally conscious consumer markets at home and abroad.

The Launch of the Green Economy Strategy at the SWITCH Africa Green Networking Forum

The chief guest at this event will be the Cabinet Secretary for Environment and Natural Resources. Representatives of government Ministries and agencies have been invited as well as development partners – who will be represented by various dignitaries. The Danish Ambassador is expected to attend …

Our Mission

Empowering kenyans to sustainably manage the environment through promotion and support of green growth.

Our Vision

A society empowered and motivated to sustainably manage the environment.

What We do

Incubation Phases

All incubation applications go through the awarding process. The incubation programme is delivered in phases.

The National Environment Trust Fund (NETFUND) is a state corporation under the Ministry of Environment, Natural Resources and Regional Development Authorities. NETFUND was established within the provisions of the Environmental Management and Coordination Act (EMCA) 1999 to facilitate research intended to further the requirements of environmental management, capacity building, environmental awards, environmental publications, scholarships and grants.

NETFUND is governed by a Board of Trustees (BoT) which is the highest decision making organ of the Fund. The BoT members are appointed by the Cabinet Secretary in charge of Environment.

The BoT is responsible for guiding the strategic direction of the fund, organizational policy frameworks, oversight of the Fund’s assets and undertaking any other activities within the mandate of the organization. The day-to-day running of the organization is vested in the Chief Executive Officer who is supported by a dedicated and skilled team.

Strategic Direction

To support the development of 100 Green companies by 2025.

NETFUND Vision

A society empowered and motivated to sustainably manage the environment.

NETFUND Mission

Empowering Kenyans to sustainably manage the environment through promotion and support of green growth 

Core Values:

  • Passion: Belief in the difference our work makes that compels us to provide exceptional services.
  • Respect: Our esteem for our stakeholders makes us receptive and responsive to their needs and divergent opinions.
  • Stewardship: We manage all resources entrusted to us in a manner that creates the best value.

What we Believe:

• We believe that no one wants to destroy the environment willfully.
• We believe we can pursue development in a sustainable way while respecting the environment.
• We believe that everyone deserves an equal opportunity for business growth despite their economic status.

It is this belief system that informs our focus on Sustainable Livelihoods and Greening the Economy. We achieve this by stimulating solutions for and by the bottom of the pyramid in order to tackle environmental degradation, climate change and poverty while enhancing inclusive economic growth.

NETFUND Board of Trustees

 

 

Ms. Naumy Jeptanui, Vice Chair of the Board of Trustees. 

Ms. Jeptanui is also a member of the Communication, Resource Mobilization and Technical Committee of the Board. 
Ms. Jeptanui is a result driven individual with more than 28 years of progressive experience in Kenya’s education sector. Currently, Ms. Jeptanui is a part time lecturer in the Department of Education Management, Policy & Curriculum Studies at Kenyatta University. Ms. Jeptanui holds a M. Ed in Planning & Economics of Education from Kenyatta University and currently pursuing a PhD in Planning & Economics of Education in the same University.

 

 

Dr. Ptoton Mnangat Brian,Trustee
 Dr. Mnangat has held various positions in academia. Currently, Dr. Mnangat is a member of the faculty in the Department of Physical sciences at Muranga University College (a constituent college of Jomo Kenyatta University of Agriculture and Technology).
Dr. Mnangat holds a PhD in Organic Chemistry from the University of Oxford (UK).

 

 

Mr. Ntwiga Wilberforce Muriungi, Trustee.
Mr. Ntwiga is also the Chairperson of the Finance, Human Resource and Administration Committee.
In the course of his career, Mr. Ntwiga has built synergy between County Governments, Ministries and relevant stakeholders in promoting agricultural value chains. He has progressive experience in project planning, implementation and monitoring & evaluation having worked with various corporations. 
Mr. Ntwiga holds a Master of Science in Agricultural and Rural Development from Kenya Methodist University.

 

Prof. Losenge Turoop, Trustee.
Prof. Losenge is also the Chair of the Communication, Resource Mobilization and Technical Committee of the Board. 
Prof. Losenge is a renowned Phytopathologist in Kenya. Widely published, Prof. Losenge is currently the Associate Dean in the Faculty of Agriculture at the Jomo Kenyatta University of Agriculture and Technology. He is also the Chair to a successful resource mobilization committee at the university. 
Prof. Losenge holds a PhD in Phytopathology from Jomo Kenyatta University of Agriculture and Technology in Kenya.

 

NETFUND Senior Management

“I am excited to watch these green initiatives bridge the gap from product to great companies that are built to last”, Ms. Catherine Ndegwa, Chief Executive Officer and Secretary to the Board of Trustees. 
Catherine is the founding Chief Executive Officer (CEO) of National Environment Trust Fund (NETFUND. Under her leadership, the Fund has grown from one employee to a work force of over 30 staff occupying one and a half floors at Geomaps Centre in Upper Hill, Nairobi. 
At NETFUND, Catherine is responsible for strategy development and deployment, development and execution of policies and other governance procedures, creating a conducive culture, building the team, maintaining NETFUND strategic relationships as well as ensuring the overall success of NETFUND and its programs.

Under her leadership, the Fund has morphed into an independent environment organization with considerable funding from Swedish Development Agency, USAID, UNDP, IGAD, WWF among others. Since starting NETFUND, Catherine has seen the execution of several programs amongst them the flagship program, the NETFUND Green Innovations Award.

Previously, Catherine worked with the SOS Children’s Villages- Kenya as the Fundraising and Communication Manager. In the course of her career, Catherine has also lectured at the United States International University (USIU) and Daystar University.

Catherine is an alumna of the Kenya High School and holds a BA from Kenyatta University, MA in Communication from Daystar University and Executive MBA from Strathmore Business School

 

“Our financial prudence has amplified our impact at the grassroots”, Mr. Samson Toniok- Director, Finance.

Samson is the Director, Finance at the National Environment Trust Fund (NETFUND).

At NETFUND, Samson is responsible for developing and implementing financial controls, financial reporting, IFRS, IPSAS, budgeting, payroll accounting, taxation, project accounting and financial management.

Since joining NETFUND, Samson has reorganized the budget formulation process; increasing the recurrent GoK funding by 156%. He also oversaw the automation of financial operations whilst strengthening compliance and internal controls. Under his watch, GoK and donor funds have been managed prudently.

Previously, Samson worked with Kenya Reinsurance Corporation. Samson holds a Bachelor of Commerce (Accounting option) from the University of Nairobi and currently pursuing a Master of Science in Finance at the University of Nairobi. He is also a Certified Public Accountant (CPA-K), Investment and Securities Analyst (ISA) as well as a member of the Institute of Certified Public Accountants of Kenya (ICPAK).

 

“At NETFUND, we pride ourselves in implementing projects that improve the livelihoods of our beneficiaries whilst sustainably managing the environment”, Ms Joy Juma – Director, Technical Services Department.
Joy is the Director, Technical Services Department at the National Environment Trust Fund (NETFUND).

At NETFUND, Joy is responsible for planning, designing and coordinating the implementation of sustainable environmental management programs and monitoring and evaluation of the effectiveness of NETFUND’s interventions.

Since joining NETFUND, Joy has enhanced the design of the NETFUND Green Innovations Award, a flagship NETFUND program by the development of the Incubation Policy and Business Plan. Joy has played a key role in providing leadership in the development of NETFUND’s first incubates. Additionally, Joy has built the skills and abilities in the NETFUND project team to develop systems and structures for program design, development and implementation. Joy represents NETFUND in the global environment agenda.

Previously, Joy served as a Programme Manager with Flora and Fauna International. She holds an M.Phil in Conservation Leadership from the University of Cambridge, UK and a Bachelor of Science in Environmental Studies from Kenyatta University.

 

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