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 publicsector reform programs, institutional capacity development, organizational development, utility
management, financing, and human resources (HR)
Key Speciality Areas
development strategy and trainings. His HR trainings
 Strategic planning / change management
have included the development of training curricula
 HR performance and management training
and customized training plans for public officials. He
 Business process reengineering training
has developed, delivered, and evaluated complete
modular training programs in business process
 Market intelligence & research
reengineering, change management, teams and
 High-performance team creation and leadership
leadership, strategic planning in French, English, and
 Organizational reform and development
Spanish.
 Human resources planning and systems
 Merit-based employment and promotion systems
Jonathan’s project management and technical
consulting has been conducted through both NGOs and  Performance-based position descriptions
private consulting firms under USAID, DFID,
development
DANIDA, European Commission, Asian Development  Development project planning
Bank, African Development Bank, World Bank, and
 Management, monitoring, and evaluation (with
UNDP contracts. He has also advised private
the USAID, in particular)
corporate clientele on international trade and market
 Training needs assessments and strategic
development. He is a US National living in Mexico
training plans and programs.
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, Cameroon
Middle East: Jordan, Saudi Arabia, West Bank/Gaza, Iran
Latin America: Mexico, Nicaragua, Costa Rica, El Salvador, Haiti, Bolivia, Paraguay, Equador,
Guyana, Venezuela, Peru, Brazil, Argentina
Asia: Bangladesh, Afghanistan, Philippines
Experience
Date
Aug.Sept.
2014
Location
Haiti
Company
IOS
Partners,
Inc, Coral
Gables
FL,USA
+1-305-6482877
Position
Consultant
Description
“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
1
JulyAugust
2014
Liberia
FebJuly
2014
Rwanda
JulyOctober
2013
Nigeria
May
2012Februar
y 2013
Liberia &
Mozambique
Team
Lead/Senior
Partner:
Pedro Souss
psouss@iosp
artners.com
IBTCIInternational
Business &
Technology
Consultants,
Inc, Vienna
VA, USA
+1-7037490100
Project
Coordinator:
Susan
Kupperstein:
skupperstein
@ibtci.com
Ministry of
Labor –
MIFOTRA,
Gov. of
Rwanda.
Supervisor =
Coordinator
of SPIU
(Single
Project
Implementat
ion Unit) ,
Gaspard
Musonera
musogasp@
gmail.com
+250-788
351 501
required 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
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.
Consultant
for HighlySpecialized,
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.
B&S
Europe,
Brussels,
Belgium
Regional
Project
Manager,
All Hassane
NIANG,
aniang@bse
urope.com
Team Lead
USAID
Deloitte &
Touche,
Arlington,
VA, USA
Technical
Advisor
Subject
Matter
Expert
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 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
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.
2
Program
Manager:
Alan Fowler
alanfowler@
deloitte.com
+1 (972) 951
3114
World Bank/
DFID
PDP
Australia Pty
Ltd
PDP Team
Director.
"BILL
FRASER"
bill.fraser19
[email protected]
om;
"BILL
FRASER"
<baridi@ms
n.com
January
2011Februar
y 2012
Dhaka,
Bangladesh
July –
Decem
ber
2010
Kandahar,
Afghanistan
USAID
Chemonics
Intl,
Washington
DC, USA
Inge
Fryklund –
inge.fryklun
[email protected]
m
Team
Leader
Organizatio
nal
Developmen
t Consultant
January
2009June
2010
South Africa
European
Commission
Crown
Agents,
Sutton, UK
Ron McGill
ron.mcgill@
crownagents
.co.uk
Capacity
Building
Organizatio
nal
Developmen
t Expert
Technical
AdvisorTraining &
HRD
Component
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.
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 projectsupported 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 bestsuited training services providers.
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 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.
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.
3
JulyDecem
ber
2008
Bangladesh
World Bank/
BIFC
Maxwell
Stamp PLC,
UK
David
Joiner,
Djoiner@ma
xwellstamp.
com
Training
Expert
August
2008
Guinea
(Conakry)
USAID
Research
Triangle
Institute
(RTI)
Stephen
Snook,
Project
Director;
ssnook@ardi
nc.com
Leadership
Teams
Expert &
Trainer
MarchApril
2008
Angola
Organizatio
nal
Structure
Advisor
Februar
y-June
2008
Cape Verde
DFID
Crown
Agents,
Sutton, UK
Ian White,
ian.white@c
rownagents.
co.uk
World Bank
IOS
Partners,
Coral
Gables, FL
Robert Hans,
President,
rhans@iospa
rtners.com.
+(305)-6482877
MarchDecem
ber
2007
Rwanda
World Bank
Adam Smith
International
Contact:
Robin
Koshy
George:
Robin.Georg
Lead
Consultant
and Change
Managemen
t Advisor
Manpower
Developmen
t Specialist
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
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.
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.
Privatization project of Government of Cape Verde Ports AuthorityENAPOR. 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-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, timebound 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
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 HIDAdesigned, 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.
4
e@adamsmit
hinternationa
l.com
Novem
ber
2007January
2008
Costa Rica
UNESCO
Paris
Howard
Whitton:
hwhitton@g
mail.com
Organizatio
nal Systems
Expert
Novem
ber
2006January
2007;
April
2007
Ivory Coast
&
Switzerland
United
Nations
Enterplan,
Ltd (for
UNDPK)
Bob Fitch,
rnf@enterpl
an.com
Managemen
t Skills
TrainingBest
Practices in
HR
Performanc
e
Managemen
t
Novem
berDecem
ber
2006
Afghanistan
DFID
Adam Smith
International
Mark
Winters:
mark.winters
@adamsmit
hinternationa
l.com
Institutional
Restructuri
ng Senior
Advisor
October
Novem
ber
2006
Equatorial
Guinea
USAID
Developmen
t
Alternatives
Inc–DAI:
Christy
Owen
Christy_Ow
Senior
Institutional
CapacityBuilding
Advisor
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.
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.
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 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)
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.
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.
5
[email protected]
.
USAID
Chemonics
Intn’l
Terri
Kristalsky
IMF
DANIDA
COWI A/S
K. Hansen.
[email protected]
Lars
Christensen,
lpc_travel@
hotmail.com
Septem
ber
2006
Uganda
May
2005July
2006
Mozambique
JuneJuly
2005
Chad
World Bank
Institute for
WB
Mission/Cha
d: Do not
have record
of WB
Director in
Chad at time
Change
Managemen
t Training
Adviser
Decem
ber
2004 &
April
2005
Bangladesh
Change
Managemen
t & 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
2004April
2005
Jordan
World
Bank Foreig
n Investment
Advisory
Services
(FIAS)
Jean Paul
Gauthier
gauthier@lo
cuseconomic
a.com
USAID
Nathan
Associates
Sue
DrummondHaley
(Project
Officer in
Charge):
drummondh
[email protected]
m
Change
Managemen
t 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.
Lead
Trainer
Change
Managemen
t and Public
Sector
Reform
Adviser
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.
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 eSISTAFE 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.
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 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.
6
March
2004
Philippines
ADB
The Asian
Foundation,
San
Francisco,
CA
vyoung@ais
afound.org
Organizatio
n Specialist
August
2003Februar
y 2004
Mexico &
USA
NADB
SEGURA
Consulting
LLC
Tel: 301296-4344.
Mr. Jorge
Segura,
President.
[email protected]
Business
Process
Reengineeri
ng
Specialist
June
2003 &
multipl
e
assignm
ents in
2003
Ghana &
Ivory Coast
USAID
BearingPoint
/Barents
Group,
McLean, VA
Jean Paul
Gauthier
gauthier@lo
cuseconomic
a.com
Strategic
Planning
and Change
Managemen
t Specialist
for Senior
Managemen
t Training
& Staff
Team
Building
October
1999March
2004
Assignments
throughout
Latin/South
America &
Egypt
USAID
InfoAmerica
s, President
jprice@amer
icasmi.com
Senior
Project
Manager
Supported Project Director in applying USAID procurement procedures, since
Director was unfamiliar with USAID policy and procedure
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
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 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
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
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.
7
-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
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
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.
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 6month 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)
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.
Februa
ry &
Septem
ber
2003
Egypt
Nathan
Associates,
Inc
Project
Director: do
not recall
name of
project
director
Institutional
Developmen
t Specialist
Octobe
rNovem
ber
2002
Morocco
USAID
University
Research
Corporation,
Bethesda,
MD
tveldhuysen
@urcchs.com
Change
Management
Specialist
JulySeptem
ber
2002
El Salvador
Training
Expert in
High
Performance
Team
Building
MayJune
2002 /
Septem
ber
2002
Cameroon
USAID
DevTech
Systems,
Philip
Church.
pchurch@de
vtechsys.co
m
DFID
FRR Ltd.,
Bristol, UK
David
Young,
Program
Director.
+44-(0)
1934-862861.
d.young@frr
.co.uk
Organizatio
n&
Managemen
t
Developmen
t 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.
Septem
ber
2000 –
Februar
y 2002
Mexico City
& Venezuela
US Wheat
Associates,
Regional
Vice
President,
Mitchell
Skalicky
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
8
MayAugust
2000
Ethiopia
Novemb
er
1999March
2000
Bénin
April
1999;
NovDec
2000;
June
2001;
April,
June &
July
2002
JuneSeptem
ber
2001
Mali, Niger,
& Burkina
Faso
Ethiopia
mskalick@u
swheat.org
Public
Administrati
on ServicePAS,
McLean, VA
for
Ethiopian
Federal Civil
Service
Commission
(company no
longer
exists)
World Bank
SORCA
Management
Consultants,
Bruxelles,
Belgium, for
World
Bank/Minist
ère du Plan,
de la
Restructurati
on
Economique
et de la
USAID
The Mitchell
Group
Jenkins
Cooper,
jenkinsc@th
emitchellgrou
p.com
UNDP
Pricewaterho
useCoopers,
East Africa
Offices.
Regional
Project
Manager,
Sandra
Hadler:
shadler@ser
aconsult.co
m
Human
Resources
Consultant
Evaluator
Training
Expert
Process
Reengineeri
ng &
Resultsbased
Budgeting
Analyst and
Trainer
Top
Managemen
t Consultant
and financed. Several mission - September & November 2000; January-May &
October-November 2001; February 2002
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.
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).
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
Civil Service Reform Program of the Government of Ethiopia
Assisted 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..
9
Septem
ber
Novemb
er
1999:
October
Novemb
er 2002
Februar
y 1998Februar
y 2003
Bénin &
Morocco
University
Research
Corporation,
Bethesda,
MD, for
USAID
Change
Managemen
t 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, multidisciplinary consulting team, my role being process analysis and reengineering
concepts and methodologies.
Mexico
Henderson
Consulting
International
, Lexington,
VA, for HCI
Corporation
Consulting
Director
AprilJune
1998 &
Septem
berNovem
ber
1998
Tanzania
Public
Administrat
ion Service,
McLean,
VA, for
WorldBankfinanced
Public
Service
Reform
Programme
Change
Managemen
t&
Training
Specialist
New markets development and international trade services for US
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.
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 3person 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
1996January
1998
Nicaragua
Februar
y 1993October
1996
Morocco
International
Developmen
t & Finance,
Inc.,
Washington,
DC for
World Bank
and Coopers
& Lybrand
LLP
AMIDEAST
,
Washington,
D.C., for
USAID
Director of
Training &
HRD for
Public
Administrat
ion
Restructuri
ng &
Modernizati
on Project
Project
DirectorTraining for
Developmen
t Project
Novem
ber
1992January
1993
México
Camp
Dresser &
McKee,
Cambridge,
MA, for
Human
Resources
Developmen
t Specialist
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.
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 supplydriven 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
Produced guidelines for joint Mexican/US municipal water utilities training
activities under twinning programs between Mexican and American sister cities.
10
World Bank
and Instituto
Mexicano de
Technología
del Agua
JulyAugust
1992
West Bank
& Gaza
Devres, Inc.,
Washington,
D.C. for
USAID
Chemonics
Intl,
Washington,
D.C., for
USAID
Organizatio
nal
Developmen
t Specialist
ManagerHuman
Resources
Developmen
t Section
Septem
ber
1990July
1992
Egypt
MayJune
1990
Niger
Abt
Associates,
Cambridge,
MA, for
USAID
ConsultantPublic
Administrat
ion
Februar
y-April
1990
Niger
ConsultantPublic
Administrat
ion
Novem
ber
1988Novem
ber
1989
Bolivia,
Ecuador,
Paraguay,
Guyana and
New York
Septem
berOctober
1988
Februar
y-April
1988
Egypt
JuneJuly &
October
Novem
ber
1987
Bolivia
Nathan
Associates,
Arlington,
VA, for
USAID
International
Developmen
t and
Finance,
Inc.,
Washington,
D.C for
United
Nations:
UNDP/MDP
Devres, Inc.,
Washington,
D.C., for
USAID
Nathan
Associates,
Arlington,
VA, for
African
Developmen
t Bank
Chemonics
Intl,
Washington,
D.C., for
USAID
Africa
ConsultantHuman
Resources
Planning
and
Developmen
t
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.
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.
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.
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.
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.
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.
ConsultantHuman
Resources
Developmen
t
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 restructured, as per recommendations. Ivory Coast, Sénégal, Guinée-Bissau,
Caméroun, Ghana
ConsultantInstitutional
Developmen
t
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. Second assignment:
member of a ten-person team to perform the first full assessment of the Bolivian
agricultural sector since 1974.
11
Decem
ber
1984January
1987
Peru
Experience,
Inc.,
Washington,
D.C., for
USAID
Deputy
Chief of
Party/Advis
or
October
1976Novem
ber
1982
Various
Various
Various
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 - 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, Iran
January-July 1974 - Assistant Director of Continuing Education, Aéroports de
Paris, France
October 1972 - January 1973- Advisor of Executive Training, IBM-France
September 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
•
American Management Association International, Mexico City; August 1990, Training Needs /
Assessment & Training Program Evaluation
Instituto Mexicano-Norteamericano de Relaciones Culturales, Mexico; April-May 1970, American
Linguistics
• 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 Reengineering
Languages (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
Russian
5
5
5
Professional Memberships
•
Rotary International
12
•
•
American Society for Training and Development
Georgetown Alumni Club, Mexico City
13