| Years: 2009 to 2010 |
Employer: International Union for the Conservation of Nature (IUCN) |
Title: Short-Term Consultant |
Department: Regional Office for Mesoamerica |
Responsibilities:
He developed a White Paper for a fundable Global Ridge to Reef Framework to be implemented by the IUCN at a global scale. |
| Years: 2009 to 2010 |
Employer: Protected Areas Conservation Trust (PACT) |
Title: Short-Term Consultant |
Department: Board of Directors |
Responsibilities:
He redefined the institutional vision, mission, and guiding principles of PACT; analysis of the PACT present stage of institutional development, a ranked and weighted SWOT Analysis; the identification of strategic objectives and actions, and a Logical Framework Matrix as a monitoring and evaluation tool of the Strategic Pan. |
| Years: 2009 to 2010 |
Employer: Protected Areas Conservation Trust (PACT) |
Title: Short-Term Consultant |
Department: Board of Directors |
Responsibilities:
He conducted a comprehensive assessment of PACT, focusing on all aspects of the institutional environment (history, purpose, culture, motivation, political, economic, institutional capacity, process management, program management, inter-institutional linkages, etc.). Key components of the assessment included the evaluation of delivery of purpose, and the formulation of an Institutional Performance Monitoring Tool & Report Card. Expert was Lead Consultant in a 4-person team that conducted this assignment. |
| Years: 2009 to 2010 |
Employer: Central American Cooperation for Air Navigation Services (COCESNA) |
Title: Short-Term Consultant |
Department: Board of Directors |
Responsibilities:
He identified a series of parliamentary procedures and institutional governance tools, presented within a policy document to guide the operations of COCESNA (a Six-Country Regional Public Services Company) to ensure delivery of purpose and compliance with legal and fiduciary responsibilities. The manual included the development of Board Self Assessment Tools to evaluate the Board of Directors performance. |
| Years: 2009 to 2009 |
Employer: Central American Cooperation for Air Navigation Services (COCESNA) |
Title: Short-Term Consultant |
Department: Board of Directors |
Responsibilities:
He developed a strategy and plan included the redefinition of the institutional vision, mission, and guiding principles of COCESNA; analysis of the COCESNA present stage of institutional development, a ranked and weighted SWOT Analysis; the identification of strategic objectives and actions, and a Logical Framework Matrix as a monitoring and evaluation tool of the Strategic Pan. |
| Years: 2009 to 2009 |
Employer: Belize Department of the Environment |
Title: Short-Term Consultant |
Department: Environmental Impact Assessment (EIA) |
Responsibilities:
He revised the EIA Regulations of the Environmental Protection Act, to ensure that the contents of the EIA Manual was both consistent with the Act and with a standardized EIA Manual Template developed for the countries of Central America by the Central American Commission for Environment and Development (CCAD). |
| Years: 2008 to 2009 |
Employer: Friends for Conservation and Development (FCD) |
Title: Short-Term Consultant |
Department: Board of Directors |
Responsibilities:
He assessed institutional readiness for fundraising, identification of fundraising vehicles, fundraising campaigns, interpersonal-communication skills, personality traits, solicitation skills, and donor stewardship requirements for FCD; strategic objectives and actions, a marketing plan, a Logical Framework Matrix as a monitoring and evaluation tool of the Fundraising Strategy, timelines and budgets were also developed. |
| Years: 2009 to 2009 |
Employer: Belize Forest Department |
Title: Short-Term Consultant |
Department: Chief Forest Officer |
Responsibilities:
He assessed the relevance, clarity and accuracy of the Forest Department’s Vision and Mission; the institutional and organizational structures of the Forest Department and determined their adequacy and efficiency in serving the needs of the department and the public; evaluation of the strategic planning tools of the Forest Department to determine relevance and coherence to overall organizational, ministerial, and national goals; consistency with the Forest Act, the Wildlife Protection Act, and the National Parks Systems Act; the effectiveness of the Forest Department’s internal quality assurance structures and mechanisms for transparency and accountability in program delivery; recommended adjustments to present institutional, organizational and programmatic arrangements to position the Forest Department to better assert its role as a strategic and necessary player in the management and development of Belize’s forests, biodiversity and natural resources. |
