consultant - squarespace · web viewjonathan smith has 35 years of professional experience,...
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Jonathan Eliot Smith
Associate / Lead Logistics Specialist, Locus Economica, locuseconomica.com [email protected]
Summary of Qualifications and Experience
Jonathan Smith has 35 years of professional experience, including 28 working with national institutions on improving the delivery and evaluation of government services. His projects have included public-sector reform programs, institutional capacity development, organizational development, utility management, financing, and human resources (HR) development strategy and trainings. His HR trainings have included the development of training curricula and customized training plans for public officials. He has developed, delivered, and evaluated complete modular training programs in business process reengineering, change management, teams and leadership, strategic planning in French, English, and Spanish.Jonathan’s project management and technical consulting has been conducted through both NGOs and private consulting firms under USAID, DFID, DANIDA, European Commission, Asian Development Bank, African Development Bank, World Bank, and UNDP contracts. He has also advised private corporate clientele on international trade and market development. He is a US National living in Mexico City, Mexico.
Country Assignments
Africa: Tanzania, Egypt, Niger, Benin, Burkina-Faso, Mali, Ethiopia, Mozambique, Morocco, Nigeria, Guinea (Conakry), South Africa, Liberia, Equatorial Guinea, Rwanda, Angola, Chad, Uganda, Ivory Coast, Guinea-Bissau, Senegal, Ghana, CameroonMiddle East: Jordan, Saudi Arabia, West Bank/Gaza, IranLatin America: Mexico, Nicaragua, Costa Rica, El Salvador, Haiti, Bolivia, Paraguay, Equador, Guyana, Venezuela, Peru, Brazil, ArgentinaAsia: Bangladesh, Afghanistan, Philippines
Experience
Date Location Company Position DescriptionAug.-Sept.2014
Haiti IOS Partners, Inc, Coral Gables FL,USA+1-305-648-2877Team
Consultant
“Plan de Renforcement Institutionnel du Fonds d'Assistance Economique et Sociale (FAES)-under Interamerican Development Bank technical assistance funding. Task : « audit et développement de politiques, procédures et systèmes de gestion informatisés». Specific responsibility: conduct a baseline study of the functional systems of FAES. The main objectives or results/findings of this Baseline Survey are intended to assist the FAES and CAMO to better understand what level of information technology resources and support might be required
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Key Speciality Areas Strategic planning / change management HR performance and management training Business process reengineering training Market intelligence & research High-performance team creation and leadership Organizational reform and development Human resources planning and systems Merit-based employment and promotion
systems Performance-based position descriptions
development Development project planning Management, monitoring, and evaluation (with
the USAID, in particular) Training needs assessments and strategic
training plans and programs.
Lead/Senior Partner: Pedro [email protected]
to strengthen the capacity of this institution, their core business processes, and to allow FAES to more effectively and efficiently respond to their respective mandates. Second mission delivery based on developing and delivering customized training modules that address the specific needs identified in first mission
July-August 2014
Liberia IBTCI-International Business & Technology Consultants, Inc, Vienna VA, USA+1-703-7490100Project Coordinator: Susan Kupperstein: [email protected]
Team Lead
Mid-term evaluation of USAID/Liberia Governance and Economic Management (USAID-GEMS) Project, under aegis of NORC at University of Chicago. Headed team of two expat and two national evaluators.
Feb-July 2014
Rwanda Ministry of Labor – MIFOTRA, Gov. of Rwanda. Supervisor = Coordinator of SPIU (Single Project Implementation Unit) , Gaspard [email protected]+250-788 351 501
Consultantfor Highly-Specialized, Rare Skills Audit
Consultant for Ministry of Public Service and Labor (MIFOTRA) - Government of Rwanda: under direct contract to MIFOTRA to determine the rare, critical and highly-specialized skills requirement in the Rwanda Public Service, and provide the Government with evidence-based information required for the Government to develop appropriate mechanisms to attract, utilize and retain rare and specialized skills in its Public Service. Results: work methodology and findings from 27 institutions (over 140 face-to-face interviews with key government professionals), for identifying and mapping out the scarce and highly specialized skills, accepted. Provided recommendations for talent attraction, management and retention, based on practices of excellence, for government development actions for achieving sufficiently skilled, competent, professional and motivated personnel possessing required capacities for Government efficiency and effectiveness.
July-October 2013
Nigeria B&S Europe, Brussels, BelgiumRegional Project Manager, All Hassane NIANG,
Team Lead
Team Lead for Assessment Team established by B&S Europe, consisting of Team Lead / Baseline Survey Specialist, Training Needs Assessment Specialist, and Information Technology Specialist. “Interim Technical Assistance to NAO for upcoming 2014 project activities under the EU Support to Federal Governance Reform Project (SUFEGOR)” , which forms an integral aspect of the European Union Mission’s strategic support to the Government of Nigeria, to help build sustainable capacity in public administration Ministries, Departments and Agencies (MDAs) of the Nigerian public sector. The Assessment Team identified the global institutional strengthening
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needs, training needs, and equipment/information technology needs in five project beneficiary Agencies. RESULTS: report completeness and technical robustness praised by EU Mission and Contractor. Final document included in-depth training strategy and short-/medium-term training plan, based on findings of training needs assessment
May 2012-February 2013
Liberia & Mozambique
USAIDDeloitte & Touche, Arlington, VA, USAProgram Manager: Alan Fowler [email protected]+1 (972) 951 3114
Technical AdvisorSubject Matter Expert
Risk assessment with Deloitte & Touche, as part of multi-disciplinary teams created by Deloitte, for assignment to various countries as per USAID agreements with Deloitte, to conduct in-depth risk assessments of selected central public ministries and institutions, as well as of regional ministry offices, in countries requested of Deloitte by USAID missions worldwide. Rigorous risk assessment methodology designed by Deloitte. Contracted as subject-matter expert in human resources systems; payroll and IT/IS systems. Conducted 8 assessments in Liberia: central ministries of health and education, and in the respective ministry offices in three counties. Conducted 4 central ministry assessments in Mozambique: health; ministry of finance; center for national medical supplies; attorney general; and ministry of health in two provinces.
January 2011-February 2012
Dhaka, Bangladesh
World Bank/ DFIDPDP Australia Pty LtdPDP Team Director. "BILL FRASER" [email protected];"BILL FRASER" <[email protected]
Technical Advisor-Training & HRD Component
Part of multi-disciplinary team of 16 international consultants & 70 national consultants in World Bank-financed, $US80mm “Strengthening Public Expenditure Management Program “(SPEMP), Ministry of Finance, Government of Bangladesh. Role to provide technical inputs to component, with specific priority outputs: 1) develop a comprehensive training strategy, based on a Training Needs Assessment (TNA) of the public sector staff in the areas of macro-economic and fiscal policy, budget management, accounting, financial reporting, and information technology – in the Ministry of Finance, Comptroller General Office & line ministries; 2) Develop a detailed curriculum to support a coherent but platform-based training on a prioritized basis in-country, based on the specific requirements of each of the project-supported components; 3) advise on conceptual framework of a Public Finance Foundation, to become operational during second year of project. RESULTS: Made important inputs to all above priority component outputs. In addition, submitted critical, technical framework proposals for adoption by local project management, among which: Strategy for Creating a Communications Program; SPEMP Training Needs Assessment and Diagnostic Report ; Competency-based Training Program Strategy; Common Core Training Needs with Detailed Course Content; Monitoring & Evaluation, Generic Guidelines: Introduction of Monitoring & Evaluation of Performance Proposal; PFF Examinations Standards and Rules & Regulations. Common Core Courses proposal resulted in national & international market research to identify best-suited training services providers.
July –December 2010
Kandahar, Afghanistan
USAIDChemonics Intl, Washington DC, USAInge Fryklund – [email protected]
Team LeaderOrganizational Development Consultant
RAMP UP South Program: responsible for team of five Afghan staff. Design and deliver technical assistance interventions to strengthen the performance of the Kandahar City Municipal Administration and to improve the delivery of municipal services and products to local citizens. Liaise with Services Delivery and Budget and Revenue Component Leaders, to ensure my OD work directly support their interventions and needs arising from same. Develop linkages with Kandahar University, to create strategic strengthening of University programs and functions which are required by the municipal administration, such as vocational training and off-site GIS services. Design discreet training programs as required for municipal staff. Program to expand to various other municipalities in Kandahar Province as the military and security situation allows, creating and delivering similar technical assistance to other municipal administrations in the Province. RESULTS: customized Chemonics’s Municipal Capacity
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Index (MCI) survey instrument; conducted survey in Kandahar City Municipality; submitted analysis & recommendations for critical, first OD interventions. Designed draft of 2-year Municipal Institutional Improvement Plan, based on findings of MCI survey.
January 2009-June 2010
South Africa
European CommissionCrown Agents, Sutton, UKRon McGill [email protected]
Capacity BuildingOrganizational Development Expert
Overall, support the EU-funded FMIP II program to the National Treasury of Government of South Africa, by lending technical inputs, advice and guidance in areas of policy and strategy, as well as in general technical and operational issues concerning the design, planning, execution, monitoring and follow-up of FMIP II responsibilities and activities. Contributions included: designed a Capacity Building Model for Financial Management (CBMFM) for National Treasury (NT); roll out of financial management training interventions (including E-learning); proposal for municipal government training curriculum and post-training evaluation strategy and forms to help support efforts to improve current performance indicators of municipalities’ technical and managerial capacities; designed M&E Strategy for Public Financial Management training programs; various technical documents submitted to NT knowledge management data base.
July-December 2008
Bangladesh World Bank/ BIFCMaxwell Stamp PLC, UKDavid Joiner, [email protected]
Training Expert
Consultant to Institutional Capacity Building Program of Bangladesh Export Processing Zones Authority-BEPZA , financed by World Bank BIFC (Bangladesh Investment Climate Fund). Multi-disciplinary interventions to BIFC institutional capacity building program for BEPZA: 1) design / carry out training needs assessment for junior & senior BEPZA officers. Create skills enhancement & training plan based on findings; 2) provide inputs to primary, national administrative streamlining consultant on best practices and perspectives in business process reforms particularly focused on BEPZA interest in developing a one-stop-shop “window” for export zones investors ; 3) plan & organize study tours for over 50 BEPZA officers to visit 20 special economic zones in five regions
August 2008
Guinea (Conakry)
USAIDResearch Triangle Institute (RTI)Stephen Snook, Project Director; [email protected]
LeadershipTeams Expert & Trainer
Consultant to Faisons Ensemble Project-Guinea. USAID-financed governance and transparency project to Government of Guinea. Overall government objective set by the Prime Minister: bring together the new members of government who, together, will determine the factors which will contribute to developing organizational efficiency of the government team. Results: delivered a leadership and high-performance team’s workshop/seminar to the 37 Ministers and the PM of the Government of Guinea, to support government efforts to achieve their goal to create strong teamwork and internal communications and to create and use effective teams across government. Provided recommendations for follow-up actions, taking into account the results of the workshop. Provide recommendations to the Faisons Ensemble team and the Ministry of Civil Service for strategic planning exercise for Ministries. Results: workshop got top satisfaction praise from PM and ministers.
March-April 2008
Angola DFIDCrown Agents, Sutton, UKIan White,[email protected]
Organizational Structure Advisor
Oil & Gas Project with Angolan National Customs Directorate, assigned to Project Design phase with multi-faceted team of five other sector specialists. Personal input to project design: create structural design of new Department of Oil & Gas in the Angolan National Customs Directorate; draw up position descriptions for new Director of Department and for personnel to meet functional requirements of new Department, in Luanda and two regional offices. Results: conceptualization of new O&G unit accepted by contractor and presented officially to Customs Director.
February-June 2008
Cape Verde
World BankIOS Partners, Coral
Manpower Development Specialist
Privatization project of Government of Cape Verde Ports Authority-ENAPOR. Two-phase mission: March-February: Developed manpower study for ENAPOR staff down-sizing program. Created 4Rs filtering methodology for determining “retain, retrain, relocate, retrench” of ENAPOR personnel. Proposed various down-
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Gables, FLRobert Hans, President, [email protected]. +(305)-648-2877
sizing scenarios, taking into account acute unemployment in Cape Verde. Described and proposed how to use World Bank requests for proposals procedures for competitive bids and bids evaluations, for outsourcing ports’ stevedore operations. Designed organizational structure of the future, downsized ENAPOR as a Landlord Agency. May-August: prepare and submit to the Government of Cape Verde a detailed, time-bound downsizing strategic plan, to include alternative policies and incentive schemes for reducing ENAPOR staff. Calculate direct lay-off costs, and address possible social political risks and costs. The possible scenarios of retrenchment include their relative costs and benefits, given the Government's objectives of minimizing social costs, where and when feasible. Propose privatized ports administration structures: 7 ports and Central Administration structures. Given important change that would be engendered by the privatization, designed an ENAPOR Communications Function structure and communications strategy for ENAPOR, primarily focused on ENAPOR’s need to use effective communications for the change programs to be undertaken
March-December 2007
Rwanda World BankAdam Smith InternationalContact: Robin Koshy George: [email protected]
Lead Consultant and Change Management Advisor
Public administration reform program for Rwanda. Assist HIDA to achieve its vision of becoming a one-stop-shop for quality assurance in capacity building of Government of Rwanda public institutions. Implement a HIDA-designed, 18-month technical assistance program to help improve HIDA’s overall organizational efficiency and effectiveness in disbursement and coordination of their $US27mm technical assistance funds, designated for strengthening institutional capacity of Government of Rwanda public institutions, training institutions and some civil society organizations. Specialized support to two HIDA procurement staff and international procurement advisor in designing procurement training support programs for HIDA, to ensure HIDA adherence to World Bank procedures and for general staff awareness-building in World Bank RFP procedures. Five-year World Bank financing to HIDA for coordinating this capacity building program is from 2004-09. Results: Delivered a wide range of tools, approached, methodologies for helping design and carry out change programs. Including a hands-on workshop in Strategic Planning and Results-based Budgeting (SP/RBB). After four months of work in 2007, brought a nascent recognition by HIDA that, for authentic change to occur, top management must want effective performance improvement to occur, and must drive performance change efforts from the top, and from within the organization itself. Additionally, that top management must develop a change strategy which is also fully-born from within and supported by the organization’s top management, together with the firm backing and participation of their key stakeholders. My work in SP/RBB were endorsed by World Bank in their mid-term review of HIDA and the government reform program (December 2007). My technical/methodological advice for approaching structural reform of HIDA was adopted by WB and presented in their mid-term review Aide Memoire.
November 2007-January 2008
Costa Rica UNESCOParisHoward Whitton: [email protected]
Organizational Systems Expert
Member of two-person team. Management review of an on-going mediation procedure in the UNESCO San Jose, Costa Rica offices, involving an employment grievance initiated May 2007. Provide recommendations for resolution of issues raised in the grievance, including providing UNESCO with proposals for changes, modifications, and use of UNESCO’s current contracting devices: Special Service Agreements (SSA) and Services Contracts (SCs). To include recommendations, as pertinent, for converting SSAs to SCs. Final report for January 2008.
November 2006-
Ivory Coast & Switzerlan
United NationsEnterplan,
Management Skills Training-
Co-trainer in two different UN training programs. 1) Best practices in human resources performance management, with focus on specific needs of UN/DPKO engineers. (Support to my counterpart
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January 2007; April 2007
d Ltd (for UNDPK)Bob Fitch, [email protected]
Best Practices in HR Performance Management
trainer in building awareness of best practices training in finance, budget and procurement systems, with specific focus on UN systems, particularly procurement of goods and services for UN/DPKO field staff). Objective: help field staff and UN Headquarters staff architects and engineers deployed in DPKO field missions or in senior engineering positions across the globe, to acquire range of subject-matter skills, critical to effective, overall (not just technical) management of a unit or section. Create group of engineering staff qualified in handling administrative, personnel, procurement and financial management issues. 2) Competency Interviewing and Selection Skills Training (Geneva)
November-December 2006
Afghanistan
DFIDAdam Smith InternationalMark Winters: [email protected]
Institutional Restructuring Senior Advisor
Strengthening Counter Narcotics Institutions – Ministry of Interior/Counter Narcotics (MoI/CN) & Counter Narcotics Police Afghanistan (CNPA). First of several missions to design a “bridging unit” between MoI Administration and CNPA, to reform administration operations of the office of the Deputy Minister of MoI/CN. Conduct on-the-ground assessment of actual situation. Deliver first report on how to go about defining what the bridging unit should be; how structured for management of finance, HR, logistics and finance functions; new mandate and systems and procedures of functional administrative units in the MoI/CN; and well-defined roles and responsibilities of CNPA, MoI/CN, and the various administrative line functions. Total work assignment will continue over next 12 months, for an approximate total of 32 weeks support to MoI.
October-November 2006
Equatorial Guinea
USAIDDevelopment Alternatives Inc–DAI:Christy Owen [email protected] .
Senior Institutional Capacity-Building Advisor
Technical Support Program to the Government of Republic of Equatorial Guinea-Strengthening Institutions for Social Development-SISD. In-depth institutional capacity assessment of five social sector ministries, under USAID technical assistance programs to EG. Design mid-term training strategy and content materials for 5 ministries, based on assessment findings. Create a project cycle management system in accordance with level of public sector staff and manager knowledge and skills. Results: Training plan accepted and being implemented. Project cycle materials being used in training context.
September 2006
Uganda USAIDChemonics Intn’lTerri Kristalsky
Lead Trainer
USAID-financed Uganda Rural SPEED Project. Lead trainer in third annual work plan preparation by project office members of Uganda Rural SPEED Project. Directed strategic planning training sessions and team dynamics strengthening activities. Provided report with recommendations and strategy for future project team strengthening.
May 2005-July 2006
Mozambique
IMFDANIDACOWI A/SK. Hansen. [email protected] Christensen, [email protected]
Change Management and Public Sector Reform Adviser
Government of Mozambique, Global Public Sector Reform Strategy. Assigned to the Ministry of Finance’s Finance Technical Unit for Reform of the State Financial Administration. E-SISTAFE is a cradle-to-grave revamping of the entire finance and budget systems of Mozambique, with main objective of creating transparent financial systems to reduce major corruption in government. Main responsibility: design a change management strategy and training plan for supporting the roll-out of the e-SISTAFE Common Fund system for financial execution of the State budget and payment of tax revenue into a single treasury account. The roll-out targets for 2005: Ministry of Finance and Ministry of Education and Culture, with other ministries and regional institutions following throughout second phase of donor financing (2006-08). Results: Change Management strategy, training needs analysis and plan, and the restructuring of UTRAFE all accepted by Government of Mozambique. Government requested extension of contract to implement the proposed and endorsed strategies.
June-July 2005
Chad World Bank Institute for WB
Change Management Training
Support to Ministère de l’Economie et des Finances. Short-term adviser to WBI, on leave from Mozambique project. Design and deliver a prototype workshop on leadership and change management for upper management of the Government of Chad
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Mission/Chad: Do not have record of WB Director in Chad at time
Adviser Ministry of Economy and Finance. Workshop preceded by on-site analysis of top management needs in leadership and change management. Similar change management training interventions being planned for regional and mid-level Ministry cadres, external Ministry customers, and other government ministries.
December 2004 & April 2005
Bangladesh World Bank Foreign Investment Advisory Services (FIAS)Jean Paul Gauthier [email protected]
Change Management & Special Economic Zone Specialist
Participating presenter in Enterprise Institute Roundtable. Presentations on regulatory agency HR capacity-building challenge, and change management for promoting investment and enhancing export competitiveness through regulatory reform and relevant infrastructure investment to support government economic growth initiatives in Bangladesh.
April 2004-April 2005
Jordan USAIDNathan AssociatesSue Drummond-Haley (Project Officer in Charge): [email protected]
Change Management Advisor
Long-term advisor under the USAID-financed assistance in Jordan to the Aqaba Special Economic Zone Authority (ASEZA). Provide specialized technical assistance in change management and business process reengineering for ensuring that the separation of ASEZA’s regulatory and investment development functions are carried out with the technical and methodological business and organizational concepts and practices required for a successful reinvention of the organization. Main foci: systemic business process reengineering in ASEZA, w/priority to budget and budget planning processes (includes BPR software application); contract and support technical assistants to provide ASEZA with IT/IS systems harmonization, for advising and developing open-architecture IS platform for ASEZA, to include BPR and HRMIS applications; conduct process-focused customer satisfaction survey for identifying vital processes needing improvement, including a review of the ASEZA one-stop-shop window which had been designed on paper, but not yet implemented; restructuring of ASEZA arising from reengineered processes and the split-off of the Aqaba Development Corporation from ASEZA. Supported Project Director in applying USAID procurement procedures, since Director was unfamiliar with USAID policy and procedure
March 2004
Philippines ADBThe Asian Foundation, San Francisco, [email protected]
Organization Specialist
Support to Asia Development Bank-funded project for The Autonomous Region of Muslim Mindanao-ARMM, Philippines. Rapid analysis of the ARMM organizational structure, focused primarily on Ministries of Finance and Planning. Designed strategy for introducing and carrying out organizational change: recommended ground-level-up technical assistance for a “total” business process reengineering program for the ARMM, underpinned by training in strategic planning for top and mid-managers of the key ARMM ministries. Designed medium-term training program, including course content, for ARMM top- and mid-management
August 2003-February 2004
Mexico & USA
NADBSEGURA Consulting LLCTel: 301-296-4344. Mr. Jorge Segura, President.
Business Process Reengineering Specialist
Attached to North-American Development Bank-NADB and the Border Environmental Cooperation Commission- BECC, in collaboration with Stone & Webster Management Consultants, Inc. Objectives: make the process for designing, developing, approving, financing, and implementing environmental infrastructure projects in the US-Mexico border region more efficient and easier for communities and other project sponsors; improve efficiency and rationale of NADB project financing processes; increase Bank’s value added to project financing process; develop recommendations for new single Board of
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Directors for BECC and NADB to effectively set and drive the strategic direction and future performance of BECC and NADB. Specific tasks include: analyze BECC operating process and due diligence requirements; identify intersections and overlaps of BECC and NADB financial feasibility analyses and project financing processes; identify BECC process inefficiencies; identify BECC/NADB structural and inter-relational issues negatively impacting two organizations’ operating efficiency; recommend solutions. Conduct meetings with members of institutions’ Boards of Directors and with over 40 project clients along both sides of the US-Mexican border, for analyzing client and stakeholder needs and demands of the two institutions
June 2003 & multiple assignments in 2003
Ghana & Ivory Coast
USAIDBearingPoint/Barents Group, McLean, VAJean Paul Gauthier [email protected]
Strategic Planning and Change Management Specialist for Senior Management Training & Staff Team Building
USAID support to ECOWAS Secretariat. August & October 2003: Abidjan, Ivory Coast and Accra, Ghana: Review the ECOWAS Secretariat's organizational structure, management, and communications; Review the Secretariat's strategic, mid-term and short-term plans and planning; Designed training needs assessment tools to determine training needs of all Secretariat staff and its subsidiary organizations; Delivered the strategic planning workshop in Abidjan and co-trained in second workshop in Accra; These were the first Executive Level Workshops ECOWAS Secretariat personnel have taken in a “team” since ECOWAS was founded over 25 years ago. Focus: strategic planning & visioning, management communications & HR management, tailored to the ECOWAS Secretariat's reality. In second workshop, developed a 2004 strategic work plan for the Secretariat, using USAID performance-based log-frame approach and results-based-budgeting concepts
October 1999-March 2004
Assignments throughout Latin/South America & Egypt
USAIDInfoAmericas, [email protected]
Senior Project Manager
As part of the InfoAmericas international staff, managed several market and trade analysis assignments, including:1) April-August 2003: Egyptian industry and manufacturing sectors. Conduct an analysis of IT penetration in 45 companies within three Egyptian industries, under the IBM Global Services contract with USAID and Ministry of Communications and Information Technology (MCIT) Partners for a Competitive Egypt Project. Diagnosed ICT uses and needs of selected industry sectors and developed a business case for ICT development in Egyptian industries, for strengthening their export potential and competitiveness in international markets. Recommended government policy guidelines and intervention strategies for stimulating greater uptake of ICT solutions in industry for improving supply line operations, leading to improved exports and industry competitiveness in offshore markets; 2) 1999-2001: Three market intelligence and analyses for the largest US manufacturer of waste collection equipment seeking larger share of Mexican and South American markets. 3) 2002: LTL cargo sector of Mexico for a US Top-10 truck transport company seeking market penetration in Mexico. -Results: Egypt: USAID enthusiastically requested follow-up activities by us as result of our findings and strategic recommendations. MCIT fully endorsed our conclusions and findings, particularly regarding our suggestions for the policy implications and strategic opportunities for government which this diagnosis revealed. Brazil and Mexico work: Designed strategies for market penetration into Mexico and Brazil and gained client buy-in to strategies
February & September 2003
Egypt Nathan Associates, IncProject Director: do not recall name of project director
Institutional Development Specialist
For USAID/Egypt Assistance for Trade Reform Project with Ministry of Trade. Rapid diagnosis of institutional development and training analyses previously performed by project experts in 2002 for the Central Department of World Trade Organization (CD/WTO) and the Foreign Trade Policies Sector (FTPS) of the Egyptian Ministry of Trade. Create mid-/long-term training strategy, including design of a program of management courses with their respective basic
course objectives, for the personnel of the CD/WTO and the FTPS (some 60 persons). Follow-up assignment with the General
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Organization for Export and Import Control (GOEIC) September 2003: created a strategic plan for creating an efficient Training Center. Worked with the management staff of Training Centre. Developed job descriptions for all positions in the Centre and designed medium-term strategic development plan for ensuring efficient and effective management of the Centre. Recommended professional management skills improvement strategy for the Centre’s management personnel.
October-November 2002
Morocco USAIDUniversity Research Corporation, Bethesda, [email protected]
Change Management Specialist
USAID/Morocco Progress Project with Ministry of Health. Prepare and make presentation in the Première Conférence Nationale sur la Qualité et la Santé, organized by the Ministère de Santé-Morocco: presented « Le Défi d’Amélioration de la Performance » (Facing the Challenge to Improve Performance). Facilitate post-conference workshop on “Compétences des Ressources Humaines”. Co-design with Moroccan national counterpart a 6-month program for Leadership and Teams training for the Ministry of Health regional programs, in collaboration with the Progress Project (Project for Decentralized Management of Primary Health Care Services). Train subscribing regional offices in Leadership and Teams over next 6 months, to end of USAID Project financing (6/03)
July-September 2002
El Salvador
USAIDDevTech Systems,Philip Church. [email protected]
Training Expert in High Performance Team Building
USAID-Directorate of Competitive Exports, Ministry of Economy (MINEC). Conduct needs assessment of MINEC staff. Design and deliver workshop in team building based on information obtained from diagnostic study. Post-training, recommend future teamwork skills training. Create compendium of specialized training resources in themes of leadership and high performance teams.
May-June 2002 / September 2002
Cameroon DFIDFRR Ltd., Bristol, UKDavid Young, Program Director. +44-(0) 1934-862-861. [email protected]
Organization & Management Development Consultant
DFID-Community Forestry Development Project of Ministry of Environment and Forests (MINEF). Create strategy for disengagement of the FRR project office, after 6 years of community forestry development assistance to MINEF, with parallel strategy for building engagement capacity of Project´s Cameroonian counterparts-Community Forestry Unit (CFU)- for taking over activities and responsibilities in community forestry development, transition effective end-2002. Develop guideline documents in: Strategic Planning; Performance-based Position Descriptions; Staff & Management Performance Monitoring & Evaluation.. Design 3-year strengthening and development strategy for the CFU to ensure technical & management capacity for technical assistance to community forestry development activities begun 6 years previously under Donor-provided TA.
September 2000 – February 2002
Mexico City & Venezuela
US Wheat Associates, Regional Vice President, Mitchell [email protected]
HR and Process Analyst
Co-designed the strategy for the re-structuring of the wheat milling technical training centre in Puerto Cabello, Venezuela (Escuela Latinoamericana de Molinería -ESLAMO). Created a short-/medium-term strategic plan for ESLAMO to become self-sustained by 2003. Strategic issues: become a strategic institute and develop market strategy & program for ensuring self-sufficiency within time limit. Results: Strategic plan accepted and financed. Several mission - September & November 2000; January-May & October-November 2001; February 2002
May-August 2000
Ethiopia Public Administration Service-PAS, McLean, VA for Ethiopian Federal
Human Resources Consultant
Human Resources Planning & Recruitment, Selection, Transfer & Promotion Consultant Developed new Human Resources Planning (HRP) and Recruitment, Selection, Transfer and Promotion (RSTP) systems for the Ethiopian Federal Civil Service Commission within the UNDP-financed grant for the Civil Service Reform Programme. Objective: Ethiopian government´s modernization and restructuring of the Civil Service´s human resources administrative and management systems and their MIS and fiscal and financial processes.
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Civil Service Commission(company no longer exists)
November 1999-March 2000
Bénin World BankSORCA Management Consultants, Bruxelles, Belgium, for World Bank/Ministère du Plan, de la Restructuration Economique et de la
EvaluatorTraining Expert
Evaluate impact of three-year training activities under the Ministry´s World Bank-financed Projet d´Appui à la Gestion de l´Economie (PAGE). First tranche: design of training evaluation methodology and tools and carry out impact evaluation of training program between 1996-98 and SWOT analysis of Project PAGE´s training division. Second tranche: performance gap analysis of cadres working in the public administration budget planning, programming and monitoring processes; created training materials for two-day job description and job performance analysis workshop and taught 20 cadres in same. Results: designed a two-year, 8-points training program for enhancing Benin public sector´s absorptive capacity of international donor investments and credits (financial analysis of investment projects; internal/external budget control; strategic investment planning; results-based budgeting; statistics analysis for budget and expenditures planning; mid-term sectorial investment and expenditures monitoring and evaluation, etc).
April 1999; Nov-Dec 2000; June 2001; April, June & July 2002
Mali, Niger, & Burkina Faso
USAIDThe Mitchell GroupJenkins Cooper,[email protected]
Process Reengineering & Results-based Budgeting Analyst and Trainer
USAID West Africa Regional Program-WARP. Multiple interventions in organizational analysis and in shaping work processes redesign of the 3 Administrative Centers of the CILSS (Centre d´Investigation pour la Lutte contre la Secheresse dans la Région du Sahel). Trained technical and administrative cadres in cutting-edge methodologies and techniques for process reengineering and strategic planning, using training course materials which I created. Configured client-owned strategic change plans for carrying out redesign of their work processes
June-September 2001
Ethiopia UNDPPricewaterhouseCoopers, East Africa Offices. Regional Project Manager, Sandra Hadler: [email protected]
Top Management Consultant
Civil Service Reform Program of the Government of EthiopiaAssisted Ethiopian top management in the understanding and application of concepts, methodologies and techniques of strategic planning and management. Produced a strategic planning and management guideline for top managers. Prepared follow-up strategic planning and management pilot training program for ministers and top managers, and a second pilot workshop to train top directors how to line managers in strategic planning. Designed and carried out government-wide training and development needs assessment of top management..
September November 1999: October-November 2002
Bénin & Morocco
University Research Corporation, Bethesda, MD, for USAID
Change Management Specialist
Morocco: Deliver paper on Human Resources Quality in National Health Conference-Marrakech, sponsored by Min. of Public Health. Conduct training needs assessment for teams and leadership training: Benin: Prepare and deliver two of three rural health administration systems analysis workshops for 70 public health “cadres” from various rural and urban public health centers in the Department of Borgou. Part of three-person, multi-disciplinary consulting team, my role being process analysis and reengineering concepts and methodologies.
Februa Mexico Henderson Consulting New markets development and international trade services for US
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ry 1998-February 2003
Consulting International, Lexington, VA, for HCI Corporation
Director manufacturing firms seeking alliances with Mexican manufacturers in the food, beverage, textile and water treatment industries. Projects include: 1) joint venture launch between US manufacturer of custom-designed beverage production machines and Mexican manufacturer of beverage bottling machines; 2) supply line analysis for major US chemicals manufacturer between their US manufacturing and shipping points; 3) analysis of Mexican antenna producers and other electronic equipment for largest US producer and distributor of electronic equipment; 4) identification of top Mexican molded injection plastic manufacturers and best, medium-size Mexican printers using Heidelberg technology. Special skills: discretion with clients; competitive intelligence.
April-June 1998 & September-November 1998
Tanzania Public Administration Service, McLean, VA, for World-Bank-financed Public Service Reform Programme
Change Management & Training Specialist
Created training strategy and short-/medium-term training plan for Civil Service Commission to support Commission´s restructuring. Wrote conceptual architecture for a Tanzanian National Public Administration Training Institute. Designed, wrote, and taught 20-hour change management and leadership course for Commission personnel. Created Internet-based resource library of critical training and management materials for Commission. Produced Commission´s Strategic Plan for their institutional restructuring. Created and taught strategic planning course to CSC personnel. Led CSC 3-person task force in creating CSC 3-year strategic development plan with budget and a communications strategy for 2nd phase of the Public Service Reform Programme.
October 1996-January 1998
Nicaragua International Development & Finance, Inc., Washington, DC for World Bank and Coopers & Lybrand LLP
Director of Training & HRD for Public Administration Restructuring & Modernization Project
Technical assistance in change management, HRD, process reengineering, and high-performance team development and management for Nicaraguan client ministries under $23mm World Bank loan to Nicaragua for public administration restructuring and modernization. Responsible for training program design and HRD technical assistance under training component of Project. Results: co-design and successful delivery of 100-hour change management course for eight Nicaraguan ministries; over 95% “total satisfaction” rating by client ministries for training deliveries in creating and managing high performance teams for business process reengineering.
February 1993-October 1996
Morocco AMIDEAST, Washington, D.C., for USAID
Project Director-Training for Development Project
Director of $42m Moroccan private sector continuing education strengthening project. Managed $8.5m corporate budget and professional staff of eight, with strict application of all USAID procurement and contracting policies and procedures for both operational and technical assistance budgets. Objective: improve capability of Moroccan training institutes to deliver supply-driven training programs to Moroccan private sector, therein making Moroccan private industry more competitive on international trade markets. Created and managed two distance-education-focused twinning programs between Penn State University and The American University, selected from approximately ten bidding US universities; with two competitively-selected Moroccan academic institutions, chosen from the project’s beneficiary group of fourteen Moroccan schools and universities
November 1992-January 1993
México Camp Dresser & McKee, Cambridge, MA, for World
Human Resources Development Specialist
Produced guidelines for joint Mexican/US municipal water utilities training activities under twinning programs between Mexican and American sister cities.
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Bank and Instituto Mexicano de Technología del Agua
July-August 1992
West Bank & Gaza
Devres, Inc., Washington, D.C. for USAID
Organizational Development Specialist
Performance/impact evaluation of USAID coöp projects in West Bank/Gaza. Analysed human resources and credit allocations, technical assistance absorptive capacity, and reporting systems. Results: many recommendations implemented by USAID and co-ops.
September 1990-July 1992
Egypt Chemonics Intl, Washington, D.C., for USAID
Manager-Human Resources Development Section
Manager of HRD staff of ten professionals. Managed $2m annual budget for technical and change management training program in 22 Egyptian governorates, in support of $85m annual program disbursements for infrastructure projects. Created and carried out strategies for institutionalizing training programs of Chemonics's seven technical departments. Results: transferred five technical courses into prestigious Egyptian college, with government certification and accreditation. Pioneered pilot project in performance management in a newly-created Egyptian wastewater training facility.
May-June 1990
Niger Abt Associates, Cambridge, MA, for USAID
Consultant-Public Administration
Financial analysis of Nigerien village health programs budgeted through local arrondissement tax revenues. Inventoried central, local, and international resources dedicated to village health workers. Analyzed social and financial factors favoring arrondissement village health efforts. Results: designed and recommended a system of audio-cassette-based information dissemination across distance later adopted by USAID.
February-April 1990
Niger Nathan Associates, Arlington, VA, for USAID
Consultant-Public Administration
Analysed administrative, budgetary, and technical systems of two Nigerien agricultural ministries. Identified key public sector human resources policies and procedures constraining ministries. Results: designed technical assistance program which became the five-year institutional development component of USAID's $25m ASDG II.
November 1988-November 1989
Bolivia, Ecuador, Paraguay, Guyana and New York
International Development and Finance, Inc., Washington, D.C for United Nations: UNDP/MDP
Consultant-Human Resources Planning and Development
Member of multi-disciplinary MDP teams to review UN members' public sector management and organizational structures. Identify viable technical cooperation for institutional modernization and enhancing operational efficiency of public administration. Assignments: Bolivia, Ecuador, Paraguay, Guyana, and UNDP/MDP New York Headquarters. Results: many program recommendations were adopted by donor nations and later funded by World Bank, IMF, UNDP, and other donors.
September-October 1988
Egypt Devres, Inc., Washington, D.C., for USAID
Team Leader
Directed final evaluation of joint USAID, RCA, and Price Waterhouse five-year, $25 million Vocational Training for Productivity project with Ministry of Industry.
February-April 1988
Africa Nathan Associates, Arlington, VA, for African Development Bank
Consultant-Human Resources Development
Conducted mid-term evaluation of USAID's training funds grant for ADB central staff and member-country personnel in Ivory Coast, Sénégal, Cameroun, Guinea-Bissau, and Ghana. Results: new objectives set and program re-structured, as per recommendations. Ivory Coast, Sénégal, Guinée-Bissau, Caméroun, Ghana
June-July & Octob
Bolivia Chemonics Intl, Washingto
Consultant-Institution
Reviewed two-year activity for the redesign and restructuring of the Ministry of Agriculture. Evaluated Ministry's decision-making structures, management information systems, and personnel system.
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er-November 1987
n, D.C., for USAID
al Development
Second assignment: member of a ten-person team to perform the first full assessment of the Bolivian agricultural sector since 1974.
December 1984-January 1987
Peru Experience, Inc., Washington, D.C., for USAID
Deputy Chief of Party/Advisor
Deputy and Acting Chief of Party to USAID/Peru Agricultural Planning and Institutional Development Program. Managed staff of seven US experts. Advised Ministry of Agriculture on rationalizing human resources and systems/procedures. Results: Designed continuing education programs. Computerized MOA attendance procedures. Analyzed employee motivation for basis of changing to employee merit by performance system.
October 1976-November 1982
Various Various Various October 1976-November 1982 - Senior Employment Representative, Northrop Aircraft Services Division, Hawthorne, CA, Northrop Saudi Arabia F-5 Program;October 1974-July 1976 - Assistant Director Training Methodology & Technical Training Writer, Telemedia, Inc., Chicago, IL, for Bell Helicopter Royal Iranian Air Force Program, Teheran, IranJanuary-July 1974 - Assistant Director of Continuing Education, Aéroports de Paris, FranceOctober 1972 - January 1973- Advisor of Executive Training, IBM-FranceSeptember 1967-July 1973 - Personnel/Marketing Manager, American Express: Mexico, US, Saudi Arabia
Academic Qualifications and Certifications
• Instituto Francés de América Latina, Mexico City, Degree in French Language and Literature – MA equivalency
• Georgetown University, Washington, DC, USA 09/62-09/67, Bachelor of Sciences in Linguistics (BSc) (French Language & Areas Studies Major, linguistics, History & Russian Minor)
• L’Université de Grenoble, Grenoble, France; 10/64-05/65, 2è degré, Mention très bien; & credits transferred to Georgetown.
• Universidad de las Americas, Mexico City; 08/65-01/66, credits transferred to Georgetown• Instituto Mexicano-Norteamericano de Relaciones Culturales, Mexico; April-May 1970, American
Linguistics• American Management Association International, Mexico City; August 1990, Training Needs /
Assessment & Training Program Evaluation• USDA, Washington, DC, April 1995, Strategic Planning• Pennsylvania State University, Nov. 1995, Continuing and Distance Education• Coopers & Lybrand, Arlington, VA, Oct. 1996-Dec. 1997, Business Process ReengineeringLanguages (1=native; 5=basic)
Language Reading Speaking Writing
English 1 1 1
French 1 2 1
Spanish 1 2 1
Portuguese 4 3 5
Italian 4 4 4
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Russian 5 5 5
Professional Memberships
• Rotary International• American Society for Training and Development• Georgetown Alumni Club, Mexico City
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