Business and Government Strategies International
310 North
Pitt St. Alexandria, VA 22314-2509
Phone:
703-683-3793 Fax: 703-683-3863
E-mail: bgsiinfo@aol.com Web Site: www.bgsi.net
Management, Organizational and Business Improvement Services
(MOBIS)
CATALOGUE of SERVICES
Introduction and Contents
Introduction
BGSI Capabilities
for Management, Organizational and Business Improvement Services (MOBIS)
Business and Government Strategies International (BGSI) is available to
provide services under the following SINs:
874-1
Consulting Services
874-4 Training
874-6
Privatization Support Services and Documentation (A-76)
874-7 Program
Integration and Project Management Services
The following provides a brief description of our services and potential
advisors and team members. Please note that in addition to the staff listed,
BGSI maintains other consultant resources that can apply to your needs. Service
ordering directions are provided in Section V. A price list is provided in
Section VI. Additional BGSI information, including project experience, can be
found at: www.bgsi.net.
Contents
I. SIN 874-1
Consulting Services
II. SIN 874-4
Training Services
III. SIN 874-6 Privatization Support Services and
Documentation (A-76)
IV. SIN 874-7 Program Integration and Project
Management Services
I. SIN 874-1 Consulting Services
A. Services
Consulting services is a broad category with the objective to provide expert advice, assistance, guidance or counseling in support of a particular agency s management and business improvement efforts. It is understood that the objective and task of government agencies has transformed in the last two decades giving governance a revised definition. This definition aims at improving management and staff and service and other public sector activities efficiency, effectiveness and service provision.
The approach of Business and Government Strategies International (BGSI)
is based on providing public service reform and improvement worldwide. This
involves improving management so that it is more responsive to public service
and customer demands of today and tomorrow including:
u Reforming agency organizational structures so that they are responsive to their core mission and objectives;
u Assisting in preparing, managing and
evaluating strategic plans;
u Conducting performance monitoring and
evaluation to keep agency objectives constant with their goal; and
u Measuring performance to achieve the objectives.
The following is an overview of how BGSI proposes to assist MOBIS.
Management
and Leadership Development
Public service performance and effectiveness often depends on its
management and its management s capability to provide leadership. Advisory
services and consultations would be based on: 1) improving management
structures; 2) decision making and communication processes; 3) leadership
development for decision-making and implementation; and 4) motivation and
teamwork development from a manager s perspective. The services would be
provided via advisory services together with assessments and the design,
development and presentation of improvement approaches and methodologies.
Organizational
Assessments and Development
Public service missions, objectives and tasks change over time. At
times, an organizational structure must be reviewed in order to determine if it
is responsive to its mission and/or customer needs. Advisory services and assessments would be provided to: 1)
determine the adequacy of organizational structures to respond to current
and/or future demands based on existing or changing missions; 2) provide
organizational development options to improve the accomplishment of missions
and assist in option selection; and 3) assist agencies to achieve
organizational development goals.
Strategic Planning
Agencies are often reinventing themselves. For an agency to respond to
changing environments it is necessary to prepare a strategic management and
operational plan so that it is clear what the agency s role is and how it will
do its work. Often, though, strategic planning stops at the planning stage. The
BGSI approach is a three component ongoing cycle of activity that includes:
strategic plan preparation (planning stage), management of the plan, and
evaluation of the plan on an ongoing basis. Advisory services and plan
preparation services provided would include: 1) preparing strategic plans to
include the planning, management and evaluation components; and 2) assisting in
the preparation of strategic planning systems that include planning, management
and evaluation components.
Performance Monitoring and Evaluation
Each agency has a mission, objective(s) and accompanying activities. It
is crucial for an agency to monitor performance on an ongoing basis and perform
periodic evaluation. This ensures that activities are being accomplished,
objectives are being met and missions are being achieved. The BGSI approach is
to: 1) conduct targeted performance monitoring studies and evaluations; and 2)
assist in designing and implementing systems to conduct ongoing performance
monitoring and periodic evaluations.
B. SIN 874-1 Consulting Services-- Potential Advisors and Team Members
The following are descriptions of potential Advisors. Other Advisors
can also be provided, depending on consulting needs.
Anthony Costanzo
Mr. Costanzo has assisted U.S. government agencies, foreign government
agencies and bi/multilateral development and finance institutions in improving
planning and management systems, improve performance and reform activities so
they are more efficient, effective, responsive and customer and
market-oriented. He has also provided direct consulting services by leading or
assisting plan preparation and conducting evaluations.
Mr. Costanzo has worked in the U.S. government with the U.S. Department
of Commerce, U.S. Agency for International Development and other federal
agencies involved in international trade, investment and development. He has
also worked on assignments with the United Nations (mainly the United Nations
Development Program), World Bank and Asian Development Bank. Mr. Costanzo is
the Director and founder of BGSI (founded in 1990). He has a Masters in Public
and International Affairs (MPIA) from the Graduate School of Public and
International Affairs, University of Pittsburgh.
Countries of Project Experience: Australia, New Zealand, Philippines, Hong Kong, Thailand, Malaysia, Sri Lanka, Lao PDR, Cambodia, Russia, Moldova, Ukraine, Belarus, Tajikistan, Uzbekistan, Hungary, Czech Republic, Slovakia, Slovenia, Lithuania, Bulgaria, Bosnia, Turkey, Guam, Kiribati, Northern Mariana Islands, Fiji, Palau, Federated States of Micronesia, Marshall Islands, Papua New Guinea, Tonga, Tuvalu, Cook Islands, Samoa, Egypt, Jordan, Liberia, Germany, France, USA
Howard Edwards
Mr. Edwards has worked with U.S. government agencies, state and local
agencies and foreign governments and bi/multilateral development and finance
institutions to improve civil service systems, conduct public sector reform,
and facilitate governance decentralization. He has served as a Team Leader and
Project Manager as well as a technical specialist. Project experience is in the
areas of general organizational and administrative analysis, urban development,
training and training program development, personnel administration,
intergovernmental relations, public safety, criminal justice administration,
social services administration, management information services; and community
development programs for numerous local, state and federal jurisdictions
throughout the United States and abroad.
Mr. Edwards is formerly a Vice President of Public Administration
Service. He is also a former City Manager of Compton, California and Lecturer
in the Department of Public Administration, California Sate University. He has
a Masters of Science (Behavioral Sciences), California State University.
Countries of Project Experience: Philippines, Malaysia, Thailand, Pakistan, Nepal, Kiribati, Micronesia (FSM), Fiji, Guam, Republic of Georgia, Mariana Islands, United Arab Emirates, Bangladesh, Former Soviet Union (Russia, Tartar Soviet Socialist Republic), Bolivia, Egypt, Latvia, Hungary, Bulgaria, Puerto Rico, Grenada, Sudan, Tunisia, Saudi Arabia, Yemen, Jamaica, Jordan, Kenya, Liberia, Ethiopia, Nigeria, Uganda, and USA.
Don Seufert
Mr. Seufert is a public service human resource development specialist.
He has worked with national, state and local governments in the United States
on human resource assessments and development programs as well as in other
aspects of civil service reform. He has also worked with other country
governments as a Team Leader, Project Manager or technical consultant. Many of
these projects have been organizational development aimed at efficiency and performance
improvements.
Mr. Seufert is formerly with Public Administration Service. He also
served as a Management Analyst for the Oregon Department of General Services;
an Assistant Analyst of the Oregon Executive Department, Budget and Management
Division; and Field Representative/Conciliator Kansas Commission on Civil
Rights. He has an MBA from the Atkinson Graduate School of Management,
Willamette University and Law degree from the Willamette University College of
Law.
Countries of Project Experience: United Arab Emirates, Sudan,
Latvia, Palau, Italy, USA.
Chris Yanckello
Mr. Yanckello is a civil service reform specialist having worked with
the U.S. Department of Education and working as a project consultant in the
areas of workforce planning and management, performance monitoring and
evaluation, civil service reform (organizational development and
restructuring), and technical education system development. Mr. Yanckello has
worked in numerous countries at the national level for various bi/multilateral
development and finance institutions.
Mr. Yanckello has served as a Senior Associate of BGSI since its
inception. Mr. Yanckello formerly served as a Deputy to the Assistant
Secretary, Office of Vocational and Adult Education, U.S. Department of Education
and as Deputy to the Deputy Under Secretary of Education, Office of Planning,
Budget and Evaluation, U.S. Department of Education. He is also a former
Adjunct Faculty Member, Pennsylvania State University.
Countries of Project Experience: Thailand, Cambodia, Sri Lanka, Philippines, Uzbekistan, Kyrgyz Republic, Tajikistan, Estonia, Poland, Germany, Marshall Islands, Federated States of Micronesia, Vanuatu, Solomon Islands, Commonwealth of Northern Mariana, Palau, Qatar, Mexico, USA.
II. SIN 874-4 Training Services
A. Services
Agencies often need to upgrade their management and staff capabilities or establish new capabilities. BGSI can assist agencies in improving their performance by providing training in specific areas. These areas are:
Team Building and Change
Management
Restructuring and
Privatization Planning and Implementation
Performance Monitoring and
Evaluation System Preparation
Strategic Planning
These areas parallel the advisory and assessment services provided in SIN 874-1 Consulting Services and SIN 874-6 Privatization Support Services and Documentation. The following is a brief description of each of the training services. It should be noted the training is tailored to the agency and its needs. Actual examples and exercises can be applied using characteristics of the organization.
Please note that the number of days of the course is dependent upon the depth in which the client organization requires. BGSI can assist in identifying these training needs if desired. Actual examples, case studies and exercises can be applied using the characteristics of the client organization or of similar organizations (U.S-based or foreign).
Team Building and Change Management
The course will emphasize the elements of
team building with a focus on cooperation for managing change within an
organizational structure. It is expected that the course will include
management and staff to be involved in the team building exercise. The
participants are made aware of several necessary components of team building
that can facilitate change and ensure participation, cooperation and results.
Different organizational change examples are provided in which the participants
must address on his/her own and in a group format. The course includes several
individual and group exercises to apply what is being discussed.
Restructuring and Privatization Planning and
Implementation
The course focuses on various
organizational restructuring models and approaches that can be considered when
undertaking privatization. It also focuses on various privatization models that
can be applied when considering the entity to be privatized. The course covers
the management aspects, technical needs, labor redeployment, finance, legal
issues and competitive assessment and development. The course is mainly aimed
at key managers involved or to be involved in the privatization process.
Performance Monitoring and Evaluation System
Preparation
The course will identify and define the
various components of a performance monitoring and evaluation system. This
includes indicator selection, verification processes, application procedures,
measurement and analysis tools; linkages between goals, objectives and
outcomes; and performance improvements. The performance monitoring and
evaluation systems will be discussed in terms of formative and summative
approaches, levels of evaluation, financial and budget systems; individual,
group and unit systems; result oriented systems; and service oriented systems.
Strategic Planning
The course will focus on the basic elements of strategic planning. These elements are plan outline, time allocation, resource assessment and allocation, goal and objective setting, performance indicator identification and expected results. Training will also focus on plan management and implementation and monitoring/evaluation techniques and approaches. During the time of the course, the participants will be provided examples of strategic plans, review case studies and conduct exercises to prepare either entire plans or components. The latter will be done individually and in teams.
B. SIN 874-4 Training Services-- Potential Trainers
Team
Building and Change Management
Anthony Costanzo
Mr. Costanzo has designed and delivered team-building courses in Belize,
Thailand, Moldova and Belarus for country government officials. He has also
provided seminars and/or given direction on change management to assist
ministries and state-owned enterprises to adjust to policy, reorganization or
privatization change. These efforts were directly with senior and mid level
public service officials. The activities were sponsored by agencies such as the
U.S. Agency for International Development, United Nations Development Programme
and the Asian Development Bank.
Restructuring and Privatization Planning and
Implementation
Anthony Costanzo
Mr. Costanzo has designed various commercialization and privatization training seminars. He has done so in Turkey (for a regional privatization conference involving Middle East countries), Thailand (for the Telephone Organization of Thailand and the Ministry of Finance) and Fiji (for various Pacific Island countries). Mr. Costanzo has also spoken and written on privatization approaches and instruments in the United States and abroad.
Jerome Donovan
Mr. Donovan is a privatization legal specialist. He has been involved in privatization efforts in over 17 countries. He has been involved in assessing the legal aspects of entity privatization efforts as well as assisting country and state governments in reforming their legal/regulatory environments to allow for privatization. Mr. Donovan has also helped in the formulation of management contracts, registration documents and other necessary legal documents relating to privatization. He has provided training to government and entity officials in all of these areas.
Mr. Donovan has JD from the Columbia University School of Law.
Countries of Project Experience: Russia, Kazakhstan, Turkmenistan, Albania, Kyrgyz Republic, Indonesia,
Thailand, Lao PDR, China, Guinea, India, Pakistan, Dominican Republic, Nigeria,
Vietnam, Sri Lanka, Marshall Islands, USA and various Caribbean countries.
Robert Laport
Mr. Laport is a privatization finance specialist. He has performed as a
Team Leader and Finance specialist on various privatization efforts to include
financial institutions, infrastructure entities, and other government service providers.
He has helped national and state governments reform their legal/regulatory
environments to allow for privatization and has conducted financial analysis of
specific privatization efforts. He has trained senior and mid level government
officials on the financial aspects of privatization.
Mr. Laport is a former Senior Vice President of American Express Bank
and Chemical Bank and a former Assistant Vice President of Chase Manhattan
Bank.
Countries of Work Experience: Lao PDR, Marshall Islands, Federated States of Micronesia, El Salvador,
India, Pakistan, Fiji, Papua New Guinea, Vanuatu, Tonga, Western Samoa,
Guatemala, Malawi, Zimbabwe and all of North, Central and South America.
Chris Yanckello
Mr. Yanckello has provided training and advisory services on entity reorganization in response to commercialization and privatization, and has developed approaches on manpower redeployment options for privatization efforts. Mr. Yanckello has also designed manpower retraining programs in the United States and abroad.
Performance Monitoring and Evaluation System Preparation
Joyce Winterton
Ms. Winterton is a technical education and management/partnership training specialist. She has served as the National Partnership Manager for USA Today Education; an education program development training instructor; and project and program evaluator for the U.S. Department of Education, various U.S. colleges and universities, and other public-private partnerships. She is the former Executive Director of the National Council on Vocational Education and Deputy Assistant Secretary, Vocational and Adult Education, U.S. Department of Education. She is also a former Assistant Professor of Brigham Young University.
Ms. Winterton holds Ph.D. in Vocational Education from Colorado State
University. She also serves as the: Chair, American School Counselors Business
and Education Alliance; Chair Elect, Family, Career and Community Leaders of
America; National Advisory Board, National DECA; Steering Committee,
Association for Career and Technical Education; and Board Member, AutoDesk
Foundation.
Chris Yanckello
Mr. Yanckello has designed and implemented performance monitoring and evaluation systems in the United States and various countries at the project, program and national level. As part of these efforts, training has been an integral part so that government and non-government officials (at all levels) can conduct the monitoring and evaluation on their own. Mr. Yanckello prepared a budget performance monitoring system for the Solomon Islands, economic program impact monitoring system for the government of Vanuatu and a program performance monitoring system for the government of Sri Lanka. For the U.S. Department of Education he also prepared project and contract monitoring systems and has evaluated various U.S. Department of Education projects and grants.
Strategic Planning
Howard Edwards
Mr. Edwards has participated as a Team Leader or Senior Advisor on
various public sector reform projects. He has assisted governments at the
country, state, local and entity level to prepare strategic and reorganization
plans. Mr. Edwards provided key advisory services and training to assist in the
planning of governance and finance decentralization in the Philippines;
advisory services and training to improve the performance and structure of the
Philippine Department of Social Welfare and Development; prepared training
plans for the governments of Latvia, Hungary and Bulgaria, among others; and
prepared civil service reform plans in various countries. He has also served as
a University lecturer.
III. SIN 874-6 Privatization Support
Services and Documentation (A-76)
A. Services
Privatization or commercialization of public entities or services
involves a transparent decision-making process as well as transformation
process to ensure that privatization or commercialization is a success to both
the entity involved and the entity clients.[1][1]
Successful privatization or commercialization is dependent on having a
clear plan of activity, support for the change envisioned amongst all
stakeholders, effective leadership and management to undertake the change, and
a monitoring mechanism to determine if the transformation is occurring as
planned with the intended outcomes.
The BGSI approach is to work with management, staff and other
stakeholders to determine if privatization (or a type of commercialization) is
appropriate, determine what types of privatization (or commercialization) are
most appropriate, and help to identify the most suitable type of privatization
(or commercialization) that is appropriate. This is accomplished by conducting
work and organizational assessments, preparing privatization plans, assessing
the current or proposed legal/regulatory framework, and holding a series of
forums to discuss the different privatization or commercialization components
so that there is information sharing and participation in decision making.
Second, management and staff must be prepared to implement any
privatization or commercialization changes. This involves training on the
proposed transformation effort and the changing of roles, objectives and
customer orientation. This also involves reorganizing the agency or service
according to the planned changes. And, it involves being more customer and/or
client-oriented so that either bottom-line needs are met or, for
commercialization efforts, a service-oriented approach is achieved.
Third, public-private partnerships have become more important not only
in terms of creating a partnership for the privatization of an entity or
commercialization of a service but also to strengthen governance. In any
privatization or commercialization assessment or planning effort, it is
essential to determine which partnerships are advantageous and how these
partnerships should be established, implemented and monitored. Assistance could
also be provided in the formation of the partnerships in terms of getting the
right parties together and the forging of the partnership itself. As a governance tool, public-private
partnerships are important because it shows how the government can work
directly with the private sector (be it a private firm, non-profit organization
or non-government organization such as a community group, association, etc.)
and include stakeholder participation in planning, implementation and the
ongoing activity(ies).
Last, for any privatization or commercialization effort, indicators must
be established to monitor and evaluate on a periodic basis the performance of
the privatized entity or commercial activity. This monitoring and evaluation is
to ensure that the privatization or commercialization was in the best interest
of the clients or customers and the original goals and objectives are being
achieved or need to be changed.
B. SIN 874-6 Privatization Support Services and Documentation (A-76)--Potential Advisors and Team Members
The following are descriptions of potential Advisors. Other Advisors
can also be provided, depending on consulting needs.
Anthony Costanzo
Mr. Costanzo has advised the government of Thailand (Ministry of Finance) on preparing a planning and management system to oversee the government s role in public-private partnerships for infrastructure development. He advised and provided training on restructuring and privatization to the Telephone Organization of Thailand and Ministry of Finance. He also designed the project to develop the regulatory body for Thailand s telecommunications system. He performed as Team Leader for the privatization of the National Telecommunication Authority of the Marshall Islands and conducted various other privatization studies and training courses. Mr. Costanzo has also written on privatization in the United States to include new financial instruments and approaches.
Howard Edwards
Through civil service reform efforts, Mr. Edwards has assisted governments at all levels to identify areas where efficiencies could be gained and/or privatization can occur. This has occurred in Latvia, United Arab Emirates, Thailand, Bolivia and Tunisia. In Grenada, he prepared an implementation strategy for various entities to be privatized. He also prepared the initial steps of Pakistan s privatization program.
Jerry Donovan
Mr. Donovan prepared the management contracts for the private operation
of the Water & Power Authority and the National Telecommunication Authority
of the Marshall Islands. He served as the Legal Advisor to Egypt and Jordan for
build-own-transfer (BOT), concession and management agreements for housing and
utilities. He advised the Government of Indonesia on legal/regulatory
environment development for various privatization efforts. He helped to prepare
the privatization legal environment in Albania by preparing a Concessions Law
and Water Resource Law and assisted in assessing public-private partnerships in
various infrastructure and utility sectors. He was also an advisor to the Lao
PDR government on various hydropower development projects that were
public-private partnerships involving foreign investment. And, he advised the
government of Sri Lanka on privatization and public-private partnerships.
Robert Laport
Mr. Laport has served as the Team Leader to prepare a privatization plan
for the Federated States of Micronesia. He also served as the Team Leader for
their Private Sector Development Program. He has conducted privatization
assessments for the governments of Papua New Guinea, Tanzania, Lao PDR, among
others; assessed the local financing capability for privatization in the Lao
PDR; prepared an action plan for a stock market and secondary market for
government bonds in Fiji; lectured on the Croatia Privatization Fund; and
served as a Finance Specialist on various privatization efforts including the
privatization of the National Telecommunication Authority, Marshall Islands.
Chris Yanckello
Mr. Yanckello has worked on the manpower redeployment aspects of
privatization. In Thailand he prepared the manpower redeployment options for
the privatization of several units of the Municipal Electricity Authority. His
options were applied to other Thailand privatization efforts as well. He has
also prepared various civil service training and retraining programs to assist
governments implement civil service reform programs and/or privatization
programs.
IV. SIN 874-7 Program Integration and
Project Management Services
A. Services
Agencies are often planning or implementing different programs or projects. The BGSI approach is to: 1) assist in project and program planning; 2) develop decision making and management systems to undertake project and program planning, management and evaluation; 3) consolidate various projects into a more efficient program approach; and 4) program/project management.
Project and program planning involves conducting needs assessments and feasibility studies as well as identifying project or program goals, objectives, activities, management mechanisms and monitoring/evaluation mechanisms.
Project
and Program Planning, Management and Evaluation System Development
This approach involves designing a systematic process so that the agency
has the management and staff resources to conduct project or program planning,
management and evaluation. Whereas the first component involves BGSI assisting
the agency in project and program needs assessment, feasibility study or plan
preparation, this component involves establishing the systematic process and
human resource capabilities to design, plan, implement and analyze
monitoring/evaluation systems and results.
The systematic planning, management and evaluation process that is
designed is based on the agency and its program and/or project needs. Once the
systematic process is identified, training is provided on the process and
assistance is provided on the implementation of the process to insure that it
is functional.
Project
Consolidation for a Program Approach
B. SIN 874-7 Program Integration and Project Management Services Potential Advisors and Team Members
The following are descriptions of potential Advisors. Other Advisors
can also be provided, depending on consulting needs.
Anthony Costanzo
Mr.
Costanzo has led various complex teams that have included consultants from
various countries and teams of government officials in the areas of economic
management, economic research and analysis, foreign assistance coordination and
privatization. He has also worked on bringing different groups together to have
an agreed outcome. This has included consultants, government officials (at all
levels), non-governmental organizations, private businesses and individuals. He
has also helped in designing project and program management systems. Mr.
Costanzo has done this with country governments, departments, state-owned
enterprises and international organizations such as the United Nations
Development Programme and Asian Development Bank.
Examples
of work include: Team Leader for Pacific Island Economic Reports of the Cook
Islands and Kiribati; Team Leader for the Privatization and Manpower
Redeployment Project of the Municipal Electricity Authority, Thailand; Team
Leader for Privatization Training for the Telephone Organization of Thailand
and the Ministry of Finance; and Senior Advisor/Team Leader for the preparation
of aid coordination management systems in Moldova, Belarus, Uzbekistan and
Romania. He has also performed as a Team Leader or Principle Advisor for
preparing and evaluating management and strategies for the United Nations
Development Programme s regional headquarters for East/Central Europe and the
CIS (in New York and Bratislava), and various UNDP missions in Asia and
Central/East Europe.
Howard Edwards
Mr.
Edwards has led various civil service reform efforts that have involved
decentralization, entity reorganization and privatization. He has proven
successful in bringing different stakeholders together to address crucial
reform issues and agree on outcomes. For instance, he helped to prepare fiscal
decentralization efforts in the Philippines by working directly with national,
local government and non-government groups to successfully advance the
decentralization of several infrastructure and utility services.
Don Seufert
Mr.
Seufert has proven resourceful in leading diverse team in difficult conditions
(such as in Ethiopia). He has taken
crucial civil service reform programs, with an emphasis on human resource
development, and worked with stakeholders to move recommendations forward so
that reform occurred. Mr. Seufert was instrumental in leading efforts in Latvia
to improve management skills of city officials; in the United Arab Emirates he
led a team conducting an operations and organizational review and staffing
rationalization for the Pension Administration Division, Department of Finance;
designed and implemented a budgetary review and manpower allocation process to
identify and project staffing requirements and address overhead cost
containment for the World Food Programme; and was Chief of Party to reorganize
the Emirate government of Abu Dhabi, UAE.
He
also led projects in the United States such as designing the classification and
compensation system of the Appellate Courts of the Minnesota State Courts;
reviewed the Federal Judicial Center s pay and compensation system; and managed
a team to design a comprehensive broad-banded classification and pay plans for
the Office of Sergeant at Arms, U.S. Senate. These are among many other
domestic and international team leadership and overall project management
activities of Mr. Seufert over the past 20+ years.
Joyce Winterton
Ms. Winterton has performed as a formative and summative evaluator of U.S. government projects and partnerships. She performed as the National Voluntary Skill Standards Evaluator for: Chemical Industry and Process Technicians; Agricultural Biotechnology; Computer Aided Design and Drafting; Advanced Manufacturing; and Retail Jewelry Managers. These were U.S. Department of Education-funded efforts. She also served as an evaluator of several national projects such as the New Hampshire Community/Technical College National Skill Standards Implementation; Vermont Technical College Career Academy Development; University of Cincinnati and American Chemical Society Technician Project; Biotechnology Synthesis Project; and Transformations Correctional Education Program. In addition, she has performed as trainer and facilitator for various management development programs.
Chris Yanckello
Mr. Yanckello has served as a Team Leader and Programme Manager on various U.S. and international assignments. He has also designed and implemented project and program management, monitoring and evaluation systems. In Sri Lanka, he designed a project and program performance monitoring system for the Ministry of Finance. In Vanuatu, he designed and implemented a performance monitoring system to measure the impact of the socioeconomic Comprehensive Reform Program. In the Solomon Islands, he prepared a budget performance monitoring system for the national government. He has led the diverse and often sensitive project efforts by facilitating agreement between government, non-government and other institutional stakeholders.
He has also managed projects in the area of adult and vocational education at the U.S. Department of Education.
V. Ordering
Services
Additional
Business and Government Strategies International Information and Project
Experience can be found at:
Or write to:
BGSI s
MOBIS Contract Number is: GS-10F-0269L.
Services can be ordered by contacting BGSI:
- By
e-mail at: bgsiapc@aol.com
(Attention: Anthony Costanzo, Director) or bgsiinfo@aol.com
- By
phone at: 703-683-3793
- By
fax at: 703-683-3863
- By
mail at: 310 N. Pitt St. Alexandria, VA 22314-2509, Attention Anthony
Costanzo, Director
VI. Price
List
|
Business
and Government Strategies International |
|
|
|
GSA
MOBIS 874 Price List for May-May 2005/6 |
|
|
|
Contract
Number: GS-10F-0269L |
|
|
|
|
|
|
|
|
|
|
|
SIN 874-1 Consulting Services |
|
|
|
|
Daily |
Hourly |
|
Management
Specialist II |
1,086 |
136 |
|
Management
Specialist I |
903 |
113 |
|
Organizational
Development Specialist II |
1,086 |
136 |
|
Organizational
Development Specialist I |
903 |
113 |
|
Strategic
Planning Specialist II |
1,086 |
136 |
|
Strategic
Planning Specialist I |
903 |
113 |
|
Performance
Monitoring/Evaluation Specialist II |
1,086 |
136 |
|
Performance
Monitoring/Evaluation Specialist I |
903 |
113 |
|
Technical
Specialist/Assistant |
508 |
63 |
|
|
|
|
|
SIN 874-4 Training Services |
|
|
|
Price
per Course; Amounts can be adjusted per training requirement |
||
|
|
|
|
|
Team
Building and Change Management |
15,789 |
|
|
Restructuring/Privatization
Planning |
17,858 |
|
|
Performance
Monitoring & Evaluation System Development |
15,789 |
|
|
Strategic
Planning |
15,789 |
|
|
|
|
|
|
SIN 874-6 Privatization Support Services and Documentation (A-76) |
||
|
|
Daily |
Hourly |
|
Privatization
Assessment and Planning Spec. II |
1,199 |
150 |
|
Privatization
Assessment and Planning Spec. I |
1,030 |
129 |
|
Privatization
Legal/Regulatory Spec. II |
1,298 |
162 |
|
Privatization
Legal/Regulatory Spec. I |
1,129 |
141 |
|
Financial
Specialist II |
1,270 |
159 |
|
Financial
Specialist I |
1,100 |
138 |
|
Performance
Mgm't and Eval. System Spec. II |
1,086 |
136 |
|
Performance
Mgm't and Eval. System Spec. I |
903 |
113 |
|
Technical
Specialist/Assistant |
508 |
63 |
|
|
|
|
|
SIN 874-7 Program Integration and Project Management Services |
||
|
|
Daily |
Hourly |
|
Program/Project
Management Spec. II |
1,086 |
135.78 |
|
Program/Project
Management Spec. I |
903 |
112.86 |
|
Technical
Specialist/Assistant |
508 |
63.48 |