neils 2016 updated cv 22 page 782014 prnt 1262016

NEIL E. BOYLE [email protected] Tel. 301-775-4938 WEBSITE: www.infragov.com

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Last name BOYLE First and middle names NEIL EDWARD

Mailing address 10500 Rockville Pike. Unit 1104 Phone numbers 301-775-4938

City Rockville State MD ZIP Code 20852 Cell Phone: 301-775-4938

WATER AND SANITATION

FOUNDER AND CHIEF EXECUTIVE OFFICER

From 2007 To Present (Hungary and Washington, D.C.)

INFRAGOV LLC www.infragov.com 10500 Rockville Pike, Unit 1104 Rockville, Maryland 20852

Duties and accomplishments. Developed materials for INFRAGOV training workshops. Lectured; designed training exercises for multiple workshops (1-3 day workshops); assessed World Bank Water Projects; culled best practices from multiple World Bank infrastructure projects including the Karachi water project; wrote and applied TCE to World Bank water projects. Developed and executed social media marketing plan for training worldwide. Applied TCE to real life projects. Deliverables:

a. Workshops/lectures; training; handouts

b. Assessing, culling case studies/World Bank water projects

c. Online Marketing (LinkedIn, Who’s Who, etc.)

a. Workshops/Lectures

June 2014. “Transaction Cost Economics and World Bank Reform”, World Bank, 1818

Society of Economists. Washington, D.C. Invited by Director of the Economist Chapter Dr.

Vikram Nehru [email protected] to give a presentation of my work on applied Transaction

Cost Economics (advanced risk analysis and management). Results: 22 people signed up for

the workshop; the discussion was lively. Most of the participants came to the session curious

to find out exactly what transaction cost economics involved. Deliverable: Powerpoint

presentation--both slide and Note Page format; handouts/Lecture material on key parts of the

slide presentation.

February 2013. “Applied Transaction Cost Economics: Risk Mitigation for Large Scale

Infrastructure”, George Washington University, Washington, D.C. Invited by Director of

Series, Professor Stuart Umpleby [email protected]. Deliverable: Powerpoint presentation--

both slide and Note Page format;. Handouts/Lecture material on key parts of the slide

presentation

b. Assessing World Bank Water Projects

mailto:[email protected]

http://www.infragov.com/





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June-July 2014. Worked with World Bank Water and Sanitation Expert, Vijay Jagannathan on

his study of the water sector in Manila, Philippines; specifically on the application of TCE to the

8 case studies he has done for the Bank for the purpose of improving explanation.

[email protected]

Results: This is an on-going collaboration between Vijay and myself to apply TCE

perspective to his findings; per the 8 case studies of his 111 page report, entitled “Capacity

Building on Public-Private Partnership in Local Water Projects” dated June 5, 2014. Please see

be table below for samples of replies to Vijay’s key findings in the Executive Summary of his

report.

Page

Number/Section

Commentary from TCE perspective

4/case studies: broadly defined conclusions/Third conclusion /specific reference to causal factors

You wrote a causal factor in your write-up: institutional processes that resulted in enduring work arrangements between contracting parties. In the ES you don’t explain what this means, but in TCE terms it means a lot. Continuity in a hybrid governance structure where there is bilateral dependency between parties is one of the more powerful safeguards. In your case, the safeguard might be informal, but strong continuity safeguards can be written into contracts between parties, and would be a part of a credibly committed contract, albeit informal.

4/key findings: LGU is the main driving force

I can see that, but it must create high uncertainty on a routine basis. Mixed with the small number supply exchanges that are involved, it is a wonder that there are more contract hazards over time. My hypothesis is that there are numerous hazards, but you don’t observe them with a walk through and no one is keeping score because there is no reason to given the positive outcomes. But, this might say something about the way the PPPs and LGUs do their accounting. Does government account for economic costs? Or, do they care?

5/key findings: operators customized their offers to suit geography

TCE would explain this in terms of the operators knew the plays of the game and played it very well within the ambit of the rules of the game, e.g., that continuity is above all important; that they learned to “give and receive credible commitments’, that contract law and doctrine was not particularly indifferent but supportive of what was going on; that some of the mature stakeholders in general had acquired a degree of foresightedness; among other explanations.

5/streamlining assistance for scaling-up PPPs:

I agree with your comments on streamlining but don’t think they go far enough. Streamlining should also include the rough alignment of the sources and uses of sector funds, and the built-up stock of infrastructure with household incomes.

5/6/productizing: I don’t think I fully understand what productizing means, but your foci for sector agencies on connecting, facilitating, and ensuring light handed regulation seems suited to the overall business model of enduring work arrangements. I would speculate that this buys the needed time for innovation to work its course, trial and error as well, and human capital to grow.

2/rationale of PPP in water supply; item (c) PPPs have built in incentives:

I agree, but TCE would ask “What are they?”; and would explain what they are. Undoubtedly, the private operator has the profit motive, but government has the power of the “holdup”. The partnership agreement without knowing more is likely to be unstable giving rise to lots of friction in the relations.





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WATER AND SANITATION SECTOR (WSP) EXPERT FOR THE TAP PROJECT From 03/13 To 05/13

WORLD BANK Water & Sanitation Program Unit In the Center serving South Asia 1818 H Street, N.W. Washington, DC _________ Seema Manghee [email protected] Duties and accomplishments

TAP stands for Technical Assistance Program (TAP) to assist WSP sector for urban and rural

Pakistan. Contributed as a WSP expert on Pakistan water, having worked in the sector in

Pakistan for about 10 years. Deliverables:

a. Wrote Back-to-Office report on my two week mission to Pakistan and my

participation in the three day brain storming conference in Islamabad with top

Water officials from all levels of Government. Conducted meetings with Ministers

of Planning and Development and other senior officials in Islamabad, Lahore with

the Water and Sewerage Authority (WASA), and Karachi with the Karachi Water

and Sewerage Boafd (KWSB).

b. Wrote concept paper for the World Bank for the Technical Assistance Program

c. Wrote three technical reports including two on the details of a 3 year proforma

TAP program; and one specifically on the sewerage problem in Karachi

PROCUREMENT SPECIALIST

ROAD CONSTRUCTION INDUSTRY & PROCUREMENT EXPERT

From 10/11 To 06/12

IDBC, Venice, Italy

Supervisor: Dr. Donald Strombom, President of IDBC Duties and accomplishments

Results: Dr. Donald Strombom, former director of Procurement for the World Bank and head of Central Projects under McNamara is president of IDBC, a consulting firm that specializes in international procurement. I was hired as a subcontractor to IDBC to carry out an industry assessment of the road construction industry in the [email protected]; [email protected] Deliverables: Final Report on Road Construction Industry/Procurement







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RISK MITIGATION, TRADE/INVESTMENT

REGIONAL TRADE ADVISOR FOR THE SADC SOUTHERN TRADE HUB IN

BOTSWANA

From 12/08 To 11/09 Hours per week 40

USAID

PRETORIA, SOUTH AFRICA

Tina Dooley-Jones, Ph.D [email protected]

Duties and accomplishments Sub Sahara Africa is divided into three trade hubs: one in the west located in Accra, Ghana; one located in east Africa in Nairobi, Kenya; and one in the south located in Gaborone, Botswana. Each trade hub is the creation of the countries that make up each of the three Regional Economic Communities (REC) of SSA. Most if not all of the trade work in SSA runs through their respective Trade Hub. Trade Hubs get a lot of attention as this is where international bilateral and multilateral donors get their funding requirements addressed. The aim of each of the RECs is to manage regional economic integration similar to the work of the European Commission for the European Union. My job involved dual responsibility. On trade matters, I reported to two masters one in USAID in Pretoria and the other the US Ambassador to Botswana who is also the US Ambassador to SADC, the REC for southern Africa. Administratively, I reported to USAID, Pretoria. Development funding came from USAID, while country and geo-political diplomacy from the Embassy’s of each country. I managed two multi-million dollar USAID contracts, one with AECOM and one with CARANA. The AECOM contract deals with policy reform; the CARANA contract facilitated the African Growth Opportunity Act or AGOA. Provision of US assistance in the Southern Trade Hub is based on a demand basis: SADC asks for assistance and one of three or four bilateral donors provides it; or for some types of work, the World Bank may provide it. AECOM’s contract involved several activities ranging from harmonizing customs reforms across several countries to assisting with development of investment policies and laws to attract foreign direct investment to providing assistance with sanitary phyto sanitary assistance in collaboration with the USDA to assisting small and medium scale farmers to get up to scale in areas touching on staple agriculture in countries that formerly were bread baskets in Africa.

DIRECTOR – ECONOMIC GROWTH OFFICE – USAID KOSOVO

From 09/2004 To 08/2005

ECONOMIC GROWTH OFFICE USAID, US OFFICE, PRISTINA, KOSOVO Mission Director [email protected] Duties and accomplishments The Office of Economic Growth (OEG) provided strategic technical economic development advice and assistance to the provisional government of Kosovo in two areas of state building: economic policy reform and small and medium business development through the auspices of two contracts one with Bearing






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Point, the other with Chemonics, respectively. In terms of relative size, OEG had a larger budget and more staff than any other division within the USAID complex in Kosovo and the economic unit of the US Government Office of Pristina (which operated in lieu of an embassy given Kosovo’s non-sovereign status). As Director of the OEG, I developed and maintained strategic relations with key officials from the Ministries of Finance; Mines and Minerals; Trade and Industry; the precursor to the Central Bank (so called because the central bank was not authorized to expand its money supply; hereafter referred to as the Central Bank); the Electric Power Utility (KEK), and the primary multi donor agencies including UNMIK, EAR, World Bank, IMF, EBRD, IFC, and bilateral donor agencies from the UK, France, Germany, and Sweden, among others. OEG staff included 15 professionals (comprising two expatriates and 13 local staff of engineers, lawyers and economists). In addition to developing relations with and helping to advise top officials, I provided cover and intellectual leadership to the two ex-pat PSCs (and their respective staffs) who were directly responsible for the day-to-day supervision of contracts. Certified as Cognizant Technical Officer (CTO) for USAID; received training and certificate,

Washington, DC, 2005. Completed senior level leadership development training provided by the U.S. Federal

Executive Institute, Charlottesville, VA, 2005. Recipient of secret US Government clearance 2004-2006. Maintained close working relationships successfully with the Ministers of Finance, and Mines and

Minerals, and the Governor of the Central Bank in addition to relations with key officials of the donor community.

Worked with U.S. Office in Pristina to promote Provisional Government interest in the electricity sector as major sector for foreign direct investment.

Developed personal contacts and relations, and set up technical preconditions at the Austrian Raiffaissen Bank in Pristina and at the Central Bank to collaborate with USAID on expansion of short and medium term credit which was lacking in the private banking sector of Kosovo.

Supervised the Bearing Point contract successfully--the largest AID contract at the time in USG operations in Kosovo. Economic policy reform included administration of financial and fiscal policies, tax collection, central banking payment functions, fiduciary pension activities, electric utility strengthening, municipal governance and finances.

Supervised the Chemonics contract successfully. Despite being a startup, Chemonics contract accomplishments were significant.

Substantial progress was achieved in energizing civil society interest in the market economy through creation of private business associations, privatized SMEs and privatized linkages in the supply chain particularly in agriculture business, construction, and employment.

VISITING LECTURER AND RESEARCHER – UNIVERSITY OF

PHILIPPINES

From 06/04 To 10/04 Hours per week 40 SCHOOL OF ECONOMICS, UNIVERSITY OF PHILIPPINES, MANILA, PHILIPPINES

Dr. Ramon Clarete, Professor of Economics [email protected]

Duties and accomplishments The School of Economics at University of the Philippines is the leading school advising and staffing high level government positions in the Philippine Government (faculty members cycle in and out of government). Researched and wrote about the meltdown of BOTs and how infrastructure investment risks could have been averted and mitigated, especially through application of lessons learned from transaction cost economics. Had numerous informal meetings/sessions with leading officials and other non-government actors in Philippines political-economy.





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As a visiting researcher, I introduced transaction cost economics to Ph.D. and masters degree candidates in economics; lectured on the subject and led discussions and brainstorming sessions with graduate students and economists concerning the use of TCE as an analytical tool in research and development projects concerning PPP and FDI and; focused on the application of TCE to project finance infrastructure in the School of Economics. Pursued collaborative research, which stimulated and promoted the use of transaction cost

economics in the School of Economics, in particular its application to the analysis of BOT development and implementation problems and contract hazards--most of which are hidden.

Co-lectured to graduate level economics students about the value of transaction cost economics and its relevance to development work and in particular to the development and implementation of infrastructure in the Philippines. Explored how its tools and methodology could help avert repetition of the recently experienced costly meltdown of BOTs in water supply and distribution and sewerage collection and treatment; power generation, transmission and distribution; airport facility construction and management;. (Reference: Professor Ramon Clarete, School of Economics, University of the Philippines, Manila.)

TRADE AND INVESTMENT POLICY ADVISOR – USAID PHILIPPINES

From 10/2001 To 06/2004 USAID PHILIPPINES, MANILA, PHILIPPINES OFFICE OF ECONOMIC DEVELOPMENT AND GOVERNANCE (OEDG)

Joseph Ryan; [email protected]

Mike Yates; [email protected]

Duties and accomplishments-THE AGILE PROJECT

USAID Philippines Office of Economic Development and Governance (OEDG) was dedicated to getting the institutions and incentives of economic policy right in a wide range of sectors through the AGILE Project. Sectors included: aviation; ports management; inter-island freight; biotechnology; intellectual property rights; customs reform; tax collection; procurement reform, among other policy reform areas. OEDG contracted with Development Alternatives International (DAI) to implement the AGILE Project from 1999-2004. Unique to this contract, the majority of technical staff were locally sourced Philippine nationals.

As Senior Trade and Investment Policy Advisor I managed the major share of the multi-sectoral multi-million dollar DAI AGILE contract; advised leading officials; generated technical legitimacy and credibility; introduced critical creative capacity building mechanisms and policies, including short term training programs and workshops; secured more effective and strategic project implementation and contract execution; was commended for superior performance; and successfully carried out CTO functions delegated to me. Re-established solid working relations between USAID AGILE Project teams and the US Embassy

economics and trade team after an extended period of strained relations prior to my arrival. NOTEWORTHY: Received Meritorious Honors and [Mission] Director's Commendation for outstanding team work and leadership for this accomplishment.

Advised senior officials in US Embassy, visiting CODELS and host country Government ministries, departments and agencies and NGO officials on policy reform issues related to on-going trade and investment liberalization issues, programs and trends.

Held secret US Government security clearance 2001-2004.

Independent evaluation marked AGILE Project a success (with distinction) in accordance with stated USAID policy and regulations. (Evaluation report (2004) is on file in USAID Philippines and Washington, DC).






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Successfully evaluated for cost-effective utilization of public funds. The Project turned out to be not only cost-effective, but also distinguished for its capacity for quick response to GOP needs. Overall success and both the cost-effectiveness and quick responsiveness is attributable to a number of factors having to do with the quality of the Philippine DAI staff, the effective management of the contract by the authorized CTO (Mr. Joseph Ryan), and my skill and expertise as Trade and Investment Policy Advisor managing day to day operations of the contract.

AGILE’s impressive achievements included the promulgation of several recommended policies, laws, and institutional reforms—all of which resulted in a more liberalized trade and investment regime in the country. Particular achievements included:

(i) Reinstated US-Philippine Trade and Investment Council (TIC)—the principal working and coordination group for identification and resolution of trade and investment issues between the two countries; identified unresolved issues for higher level negotiations between US Trade Representative and his counterpart in the Philippines. I represented USAID interests at the TIC meetings in Manila and Washington, D.C.

(ii) Transformed perceptions and policy concerning the mining industry from a previous decade of moribund investment and public hostility toward foreign mining investment; tackled issue of environmental disasters; and generated the concept and measures to achieve “responsible mining”.

(iii) Gazetted intellectual property rights (IPR) laws and regulations in the Philippines to conform to WTO and international standards; introduced more effective prosecutorial procedure and deterrence apparatus, as well as the creation of new government agency dedicated to the protection of IPR; significantly deterred traffic in counterfeit electronic media locally and internationally.

(iv) Transformed/reformed the Bureau of Customs (BOC). Through issuance of executive and administrative orders on much delayed customs reforms, the AGILE program legally and operationally transformed the BOC into a trade facilitation agency from its previous function as a Government revenue generation bureau and a major source of corruption and rent seeking.

(v) Achieved defacto liberalization of inter-island passenger and cargo transport despite resistance from entrenched oligarchy in the National Port Authority (NPA). Successfully promulgated National Nautical Highway executive order and deregulation of existing regulations; obtained more efficient roll-on-roll-off cargo transport technology service for major inter-island cargo routes. This technology launched a new wave of domestic and foreign investment in the sector.

(vi) Achieved open-skies liberalization within the country and the region through deregulation of existing monopoly which restricted carriers, destinations and the number of flights per carrier. Resulting competition generated lower fares and better quality travel/transport domestically and regionally.

(vii) Achieved production and distribution of biosafe Bt corn for human and animal consumption in the Philippines. This is a first in all of Asia. Controversial throughout, policy reform was seriously tested by concerned parties in and out of government over a period of about three years—and reforms were adopted due to wise and judicious promotion of education and local ownership by the AGILE Project: Government was able to successfully confront opposition activists on several occasions and by doing so confirmed that ownership indeed was sufficiently embedded in the psyche of Government leaders in the sector; such confrontation is something rarely seen in development assistance worldwide.

(viii) Achieved significant gains in tax collection reform. Despite resistance from entrenched officers in the Bureau of Internal Revenue (BIR)), collection ratios improved substantially, internal debate within the representative bodies of government and in the public made transparent the degree of corruption in the Bureau, and corrupt officials were indicted and prosecuted. “Lifestyle checks" of BIR collections officials revealed the existence of significant discrepancies between personal wealth accumulations that could not be explained.




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Role: As Trade and Investment Policy Advisor, I carried out representational, policy advisory, technical leadership, bilateral mission support, and program management roles. In the area of representation, as a senior development professional in the Philippines, I developed effective outreach and constructive helpful relationships with the Ambassador, Mission Director, other senior USG Agency representatives, and host-country counterpart officials, including the ministerial/secretarial and concerned level of Government. In the realm of policy advice, as senior and widely experienced trade and competitiveness expert, I responsibly provided state-of-the-art policy advice and guidance to senior officials in the USG and host-country Government, and the private and NGO sectors—all within the framework of USG policy and program priorities that furthered USG foreign policy interests. In terms of technical leadership, as senior experienced trade expert I ensured that the USAID development assistance programming reflected best practices and state-of-the-art knowledge about international competitiveness and trade and development. This included successfully maintaining strong and supportive relationships with USAID technical offices in Washington, DC, e.g., EGAT (Ralph Cummings, Senior economist for agriculture, Tham Truong, senior economist, Fred Witthans, CTO for New Institutional Economics project), as well as other USG Agencies involved in trade policy such as USTR (e.g., Marideth Sandler, Director 1for Southeast Asia), USDA (e.g., David Miller, Counselor, FAS), USDOC (e.g., David Fulton, Counselor, FCS), US Embassy, ECON (e.g., Morton Holbrook, Counselor, Brad Bell and David Krzywda, trade economists), and State Department, Office of Multi-lateral Trade, Bureau of Economic and Business Affairs (Todd Nissen). In terms of bilateral mission support, provided consistently high quality customer friendly technical support to the US Embassy and the USAID Mission. In terms of program management, I effectively managed six major trade liberalization policy reforms (e.g., commercialization of genetically modified corn for the Philippines, a first in Asia; passage of the first WTO compliant Optical Media Act of 2003). My outstanding service as program manager is drawn from 30 years of high performance as “CTO.” I successfully carried out all program management functions at USAID Philippines including planning, budgeting, implementation, monitoring, evaluation, and managing for results. Was so successful that I was awarded a meritorious honor and Mission Director’s commendation for outstanding teamwork and leadership in changing the focus of the USAID Office of Economic Development and Governance (OEDG) team to match changing USG Mission and Agency priorities. I also accomplished the overall important reforms and legislation and saw the successful promulgation of numerous polices, laws, and reforms for an improved trade and investment regime.

Specific Duties and Responsibilities. Regarding Mission and Embassy support and outreach, I was accountable for and successfully achieved a high level of customer-service in the Philippines. I provided outreach, representation, policy guidance, technical leadership, and operational support, as well as coordinated and liaised with a range of technical assistance service providers, other USG Agencies, the host-country Government (e.g., Bureau of Custom for trade facilitation, audit and risk management capacity building; Dept. of Agriculture for grain markets more efficient and equitable, biotechnology exploited safely, and intellectual property rights protected; Dept. of Transportation and Communication, MARINA, and Philippine Port Authority for increased competition in maritime shipping and air transport; Dept. of Labor and Employment for liberalizing restrictive labor laws and regulatory regimes; Dept. of Environment and Natural Resources and Mining and Geophysical Bureau for liberalizing mining regulatory regime); other donors (e.g., World Bank, Asian Development Bank, AusAID, CIDA, the Canadian Embassy, Australian Embassy, Japanese International Cooperation Association (JICA), Japan External Trade Organization JETRO); the international local private sector (Ford Motor Company-Philippines, Monsanto Philippines Corporation, Asia Foundation, American Philippine Chamber of Commerce, Foreign Chambers of Commerce); financial institutions); local and international NGOs (Asian Institute of Management, Philippine Institute of Development Studies, Philippine Exporters Association, Phil-Export, Ateneo Law School, School of Economics University of the Philippines); trade and producer associations (American Philippine Chamber of Commerce); universities (Center for Institutional Reform and the Informal Sector [IRIS], University of Maryland; Mercatus Center for Policy Studies, George Mason University; Agricultural Biotechnology Support Project-II [APSP-II], a Cornell University led consortium; Center for Development & Poverty Reduction, Imperial College, London, U.K.); and international research organizations (International Food Policy and Research Institute [IFPRI]; Center for Economic and Social Studies [CESS] of India; Institute of Economic and Social Research, University of Indonesia [LPEM]; International Service for National Agriculture Research [ISNAR]); and other entities involved in trade development and competitiveness, nationally, regionally, and globally.




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Regarding program management, I successfully carried out all CTO management functions for six projects (i.e., biotechnology exploited safely, increased competition in air transport open skies for cargo, increased competition in maritime shipping, intellectual property rights protected [passage of Optical Media Act of 2003], trade facilitation, audit and risk management capacity building in customs, and grain markets made more efficient and equitable). Achieved high level of tangible concrete development results, e.g., saw enacted 10 laws, 16 trade related executive orders, and 33 administrative orders, which substantially transformed the rules that govern trading in the Philippines. Direct management responsibilities included successfully assisting with overall Mission business processes and reporting requirements, including but not limited to annual and special reports (e.g., helped to prepare the MPPs for 2003 and 2004, the annual Trade Capacity Building survey for 2002 and 2003, various MAARDs, DAADs, and contributed to the preparation of the 2004-2009 Mission Strategy), operating year budget planning, and financial management. Other related direct responsibilities included advising other USG Agency technical colleagues in trade development (e.g., US Embassy, ECON: Mort Holbrook and Brad Bell; USDHS Customs: David Meisner, Loan Mcintosh; USFAS: David Miller, USFCS: David Fulton). In the area of research and analysis, as leading expert on state-of-the-art approaches to competitiveness and trade, I maintained close relations with private industry (e.g., through the American Philippine Chamber of Commerce, Philippine Chamber of Commerce and Industry, Foreign Chamber of Commerce of the Philippines, and the Philippine Federation of Industries and Commerce), international and regional research institutions (e.g., IFPRI, CESS, and LPEM [see details above]), centers of excellence in trade development (e.g., Advocate of Philippine Fair Trade, Inc [APFTI]), and a wide network of professional colleagues to assess, analyze, and identify trends, levels, patterns, dynamics, and policy implications of trade and competitiveness for the country and region. On the basis of assessments and analysis, issued creative and innovative reports on emerging trade issues. Disseminated this information through contributions to (and cleared for USAID) US Embassy cables; conference reports (e.g., participated on panel in international workshop on: “Agribusiness: From Parastatals to Private Trade—Why, When and How?” in New Delhi that was sponsored by USAID, IFPRI, CESS, and LPEM in December 2003; book publication expected end 2004); various Trade Capacity Building surveys; and weekly reports to USAID, Washington; among other means of dissemination. Other duties. As a member of the USAID Mission and as principal trade specialist, I responded flexibly and capably to a wide range of work related requirements. This included responding to supporting VIP visits (e.g., Assistant US Secretary of Commerce Andrew Lash), responding to Washington policy and operational requests (e.g., helped broker and communicate results of request from Philippine Embassy in Washington, DC to the USTR representative for the Philippines on various USAID technical assistance packages, and carrying out ad-hoc assignments as dictated by unforeseen operational requirements at the discretion of the Mission Director (e.g., publication of USAID mining study in a manner that removed any attribution to USAID from potential public criticism from vociferous opposition groups), Deputy Director (e.g., contributing to preparing DD for public presentation on the Monsanto Global Development Alliance (GDA) that I successfully task managed), and Office Director (e.g., preparation of talking points for the US Ambassador to give a speech the following day).

SENIOR ADVISOR CONSULTANT – ADB, IBRD, FAO,

DPWH/GOPhilippines, IDBC, NB ASSOCIATES

From 06/1997 To 09/2001

VARIOUS (SEE DETAILS BELOW) SEE BELOW

Describe your duties and accomplishments As senior advisor, I helped clients identify problems and solutions to better manage and mitigate risks in the design and implementation of large scale social and economic infrastructure. I also conducted my own research/analysis and writing on infrastructure proposal development and implementation problems.




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SEE FOLLOWING SHEETS FOR FURTHER DETAIL OF CONSULTING WORK FOR:

1. WORLD BANK IN MOZAMBIQUE, 2. WORLD BANK AND FAO IN INDIA 3. ADB IN PAKISTAN 4. GOVERNMENT OF PHILIPPINES AND WORLD BANK IN PHILIPPINES 5. IDBC AND NB ASSOCIATES IN US.

SAMPLE ACCOMPLISHMENTS:

1. MOZAMBIQUE – (02/2001-06/2001) Carried out a Country Procurement Assessment Report (CPAR) for the Government of Mozambique (GOM) and the World Bank. As advisor to GOM on national procurement reform (1999), I managed the research and analysis, and advised GOM officials and Bank staff in Maputo, Mozambique; presented summary report in Portuguese to leading Central Bank and World Bank officials. SEE FOLLOWING PAGES FOR FURTHER DETAIL

2. INDIA – (O4/2000-07/2000) Developed a plan to restructure the Department of Irrigation (DOI) of the State of Uttar Pradesh, India. Restructuring of DOI was initiated to assist with the transfer of irrigation operations and maintenance (O&M) responsibilities to small farmers as part of a state government effort to privatize the management of irrigation O&M and to improve the conservation and management of scarce water resources. As advisor to the State Government of Uttar Pradesh, India for the Food Agriculture Organization (FAO) and World Bank (2000) in consultation with GOI and GOUP officials and FAO and Bank technical staffs, I developed the plan and presented it to the relevant leading officials and authorities in India. SEE FOLLOWING PAGES FOR FURTHER DETAIL

3. PAKISTAN – (01/2000-02/2000) Carried out study of key administrative policy decision processes of the Pakistan Government. As advisor to the Asian Development Bank (ADB) on national institutional reform in Pakistan in collaboration with official from the Pakistan Civil Service Academy (1999-2000), I analyzed and assessed government performance; identified areas of strength and weakness and recommended a range of solutions and options to improve capacity and performance for both national and local levels of governments in Islamabad, Lahore, and Karachi, Pakistan. SEE FOLLOWING PAGES FOR FURTHER DETAIL

4. PHILIPPINES – (02/1999-08/1999) Carried out and completed their appraisal report called by the World Bank the Project Implementation Plan (PIP) for the Department of Public Works and Highways (DPWH) of the Government of the Philippines to help DPWH qualify for a large multi-year billion dollar adjustable program loan (APL) of investments from the World Bank for national highway construction, performance contract based road maintenance, and reengineering of the DPWH. Reengineering focused on upgrading corporate management practices in the department as a first step toward eventual privatization (1999). SEE FOLLOWING PAGES FOR FURTHER DETAIL

5. U.S. – (06/1997-09/2001) Researched and wrote about risk management in infrastructure using property rights economics methodology; developed informal association with Professor Yorum Barzel, property rights economist, University of Washington, Seattle, and with colleagues at the World Bank.

SENIOR PROCUREMENT ADVISOR – MOZAMBIQUE – WORLD BANK

From 02/2001 To 06/2001 GOVERNMENT OF MOZAMBIQUE, MAPUTO, MOZAMBIQUE WORLD BANK

Mr. Francesco Sarno [email protected]

Describe your duties and accomplishments Carried out a country procurement assessment report (CPAR) for the Government of Mozambique (GOM) and the World Bank. As advisor to GOM on national procurement reform (1999), I managed




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the research and analysis, and advised GOM officials and Bank staff in Maputo, Mozambique; presented summary report in Portuguese to leading Central Bank and World Bank officials.

The GoM was launching a process to reform its public sector institutions and was taking important steps toward that objective. The first stage of preparation was nearly complete and the GoM was about to commence the stage of implementation. Several World Bank and donor reports and studies targeted the national procurement system as greatly in need of upgrading and in some specific areas even reform. There were obvious problems with public expenditures for the last three years which far exceeded tax revenues and the gap was likely to continue into the near to medium term given Mozambique’s balance-of-payments situation and the national reconstruction efforts presently occurring as a result of the recent flood emergency.

It was very important to integrate procurement reform/upgrading with the work already started by GoM in public sector reform.

ADVISOR TO DEPARTMENT OF IRRIGATION – State of Uttar Pradesh,

Lucknow, India

From 04/2000 To 07/2000

DEPARTMENT OF IRRIGATION, State of Uttar Pradesh, Lucknow,

India; World Bank, Food Agriculture Organization (FAO) Mrs. Perumallpillai-Essex [email protected]

Duties and accomplishments Policy Guidance and Program Development: Provided strategic policy guidance and infrastructure expertise and experience to help design a water resource management and irrigation sector reform program for the State of Uttar Pradesh (pop. 120 m), the world’s third or fourth largest irrigation department after the U.S., China, and Pakistan. Leadership: Advised high level Government officials and staff including the principal secretary of irrigation and other secretaries and deputies. Collaborated in a multi-sectoral environment to offer technical and policy inputs for DOI’s restructuring. Coordinated working teams from public and private sectors including small farmers responding to irrigation issues, to get their perspective and support for the privatization plan. Technical Skills and Reporting: Wrote technical and policy reports on related privatization and water resource management sector issues, including governance and institutionalized corruption in the State of Uttar Pradesh; DOI organizational and institutional operations; manpower analysis; economic affordability study for recovering O&M costs from users; fiscal impact analysis of the cost of the current system versus the proposed system; analysis of the cost of a “golden handshake program” for redundant staff. I developed outline terms of reference to create new capacity for private (local) water and irrigation contractors. Supervision: Supervised the work of a Chief Engineer in DOI and 3 engineer assistants.

Accomplishments:

The proposed water infrastructure-irrigation program effectively addressed complex issues of water scarcity;

The water resource management sector privatization plan contributed to the Province’s adoption of a fiscal, financial and administrative reform program leading to World Bank assistance.

John Williamson, distinguished International Institute of Economics (IIE), Washington, D.C. trade economist peer reviewed and supported my findings and recommendations for reform.

TEAM LEADER – INSTITUTIONAL ANALYSIS - PAKISTAN

From 01/2000 To 02/2000

ASIAN DEVELOPMENT BANK MANILA, PHILIPPINES





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Mr. Clay Westcot; [email protected]

Duties and accomplishments Policy Guidance and Program Development: I provided research/analysis and policy advice to the ADB regarding public sector and governance reform recommendations for Pakistan’s civil service, then ranked one of the most corrupt in the world. Leadership/Supervision: Coordinated with development agency partners and led the team for the ADB’s Programs Department (West). I supervised and worked with the chief instructor at the Pakistan Civil Service Academy to evaluate institutional and policy level problems and design anti-corruption reforms. Advising: As the ADB liaison and spokesperson, I organized working groups and mediated discussions to obtain the perspectives of numerous high and medium level officials and business and community leaders throughout the country. Technical Skills and Reporting: Reported to ADB and wrote the report: “Pakistan Governance Issues Paper.”

Accomplishments:

Study findings and policy recommendations were reviewed and accepted by ADB, expanded upon by others and expected to be published.

ADVISOR TO DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS

(DPWH), PHILIPPINES

From 02/1999 To 08/1999

DPWH, Project Management Office, Feasibility Studies, DPWH Region IV Quezon City 1100, Republic of Philippines; World Bank funded.

Mr. Geronimo Alonso 632-926-5768

Duties and accomplishments Policy Guidance and Program Development: Provided infrastructure expertise and policy advice for development and improved maintenance of the national highway system. Leadership/Advising/Supervision: Advised the secretary and assistant secretary of DPWH, and other high and medium level officials on reform opportunities in the sector, including regulatory policy and restructuring, and privatization of the national highway sector agency. I designed, guided, monitored, and supervised local employee assistance leading to successful completion of the strategic Program Implementation Plan (PIP) and successful World Bank financing of the first project in the National Road Information Management Program (NRIMP). I collaborated with and coordinated among multi-sectoral teams and provided technical and organizational leadership for DPWH, and related departments and agencies, e.g., budget and management, and corporate investigative agency to promote privatization plans for the highway system. Technical Skills and Reporting: Evaluated policy and institutional level problems and negotiated solutions that would promote rule of law and foreign direct investment and reduce corruption.

Accomplishments:

My appraisal report (PIP) was the only one (of 250) submitted to the World Bank by the last quarter of 1999 that was approved for financing. (It was an APL – adjustable program loan; the first of 3 totaling approximately a billion dollars).

Designed and ran a highly successful and acclaimed 3 day (certification) workshop on “Project Implementation Risks” that covered numerous infrastructure project implementation risks and their mitigation for 35 senior managers and staff from DPWH, other government agencies, key NGOs,





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and international consultants employed by DPWH. They liked the course so much the participants got government to issue “official certificates.”

SENIOR MANAGEMENT – WORLD BANK

From 06/1978 To 05/1997

WORLD BANK 1818 H STREET, N.W. WASHINGTON, DC 20433

SEE FOLLOWING PAGES FOR INDIVIDUAL ASSIGNMENT DETAILS

Describe your duties and accomplishments NOTE: I was invited to join as a full time staff member of the World Bank sometime in mid 1978, but did not officially join until 1981. Between 01/1979 and 06/1981, I worked for the World Bank on a full time consultancy basis.

As senior manager and mission leader technically fluent in Portuguese and Spanish--I worked closely with cabinet ministers and leading Government officials and private sector representatives in numerous countries in South Asia and Southeast Asia, and Latin America and the Caribbean; led the design, coordination, defense and execution of large scale multi-sector infrastructure and institutional development/public sector reform in over a dozen projects. Organized and managed high level complex teams of world class experts in a range of sectors and fields of expertise: water, transport, electric power, ports, aviation, urban area upgrading, development bank finance, micro and SME development and finance, housing bank development and finance, municipal development and finance, social infrastructure, property taxation, tax administration, public sector institutional analysis, and environmental assessment management, among other areas.

General Accomplishment:

1. Won numerous competitively bid grants totaling 7 million dollars from the World Bank-Japanese Government Grant Fund Facility (PHRD); grants supported innovative project preparation, as well as appraisal and supervision of Bank financed projects in Karachi, Pakistan. Subsequent independent World Bank evaluation praised these projects for their innovation particularly in the area of linking projects with policy reforms in the Sindh provincial government.

2. Managed grant funds judiciously, prudentially. Audit reports showed good accounting practices. After Pakistan’s overall country loan portfolio came under serious challenge from the World Bank, two pipeline investment projects for the provincial GOS were aborted, resulting in a return of about 3 million dollars of grant funds to the granting facility in the Bank.

3. Invited on numerous occasions as presenter at World Bank training programs for senior government officials and Bank staff.

4. Work is cited for innovative and outstanding contributions to project design and operations in Lessons and Practices: Technical Assistance (Washington, DC; World Bank Operations Evaluation Department): 9; Operations Evaluation of Japanese Grant Facility (World Bank, Official Cofinancing and Trust Funds Group, November 1994); and the World Bank Participation Source Book (1996): 95-103, among other sources.

5. Served on numerous research and steering committees in urban infrastructure development, and country and urban sector strategy teams and on steering committees and advisory panels for World Bank Publications, including Lawrence F. Salmen, Listen to the People (NY: Oxford University Press/World Bank Publication, 1987); Environmental Portfolio Review for World Bank Metropolitan Cities (Washington, DC: The World Bank, 1988). I advised World Bank policy and research teams to improve public sector institutions in member countries; was senior member of the World Bank research group developing guidelines for institutional assessments; and a member of the Advisory Board for the Governance, Institutional Development and Management Academy for the World Bank.




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Specific Accomplishments: (by country)

CAMBODIA 09/1996 - 12/1996

Project Objective: Development of National Water and Sewerage Sector Strategy

As advisor to the World Bank mission team for Cambodia, I provided policy and program guidance and business/development experience to help mediate among conflicting national parties within government. With the help of others, I successfully developed an overall framework for a national strategy for Cambodia’s water supply and sewerage sector. Leadership/Advising: As liaison and spokesperson for the World Bank I counseled high level officials and mediated cabinet level discussions leading to the adoption of the overall framework to a national water and sewerage sector strategy. I offered technical and policy advice to World Bank mission members in the field and to high level management personnel in headquarters regarding future World Bank sector assistance in Cambodia.

Accomplishments

The framework for the sector strategy was adopted by both Cambodia Government and the World Bank and formed the basis for future lending in the sector.

PAKISTAN 1981-1996

Project Objective: Supervision of Lahore Water and Sewerage Project

As mission leader, I supervised the Lahore Water and Sewerage Board project with the World Bank. Supervision responsibilities included: monitoring physical and financial progress of Bank disbursements on civil works and institutional strengthening components. This included field inspections of works for consistency with payment vouchers and works certifications; reviewing (and at time auditing) engineering certifications of work performed; and of local special account transactions of the Water Board for consistency with disbursements and payment vouchers. It also included review and evaluation of institutional strengthening work within the Board, in particular with regard to financial accounting and reporting procedures in the Finance Department. Supervision did not only involve monitoring and inspection of work performed, but also included provision of technical assistance and problem solving difficulty when problems were encountered.

Project Objective: Environmental Infrastructure and Provincial Fiscal & Administrative Reform

As mission leader, I prepared, appraised, negotiated and supervised an investment loan for the Sindh Special Development Project (SSDP) involving an innovative adjustable loan program (the first project related APL in the Bank); obtained about $69 million financing for investments in environmental upgrading, transport infrastructure in the city of Karachi and in technical assistance for fiscal and administrative reforms in the Provincial Government of Sindh (GOS), Pakistan. I was responsible for all of the steps involved in procuring civil works contractors, equipment, machinery, and consultancies for the project. This involved preparation and review of bid qualification documents and request for proposals, issuance of tenders, bid evaluation, selection of winning bidder, negotiations (if required), contract design, and award of contract.

Accomplishments:

1. Achieved the successful unbundling of policy-making machinery in the Government of Sindh (GOS); reintegrated components into a more transparent and effective policy formulation process. NOTEWORTHY: This project introduced an important new approach to successful government reform; lessons were studied throughout the Bank; project was selected for case study review and commendation in the World Bank Participation Source Book (1996); See publications.

2. Designed first adjustable program loan (APL) for the Bank. The SSDP introduced linkage between structural policy and institutional adjustments and reform and major civil works for environmental




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upgrading and transport infrastructure in Karachi, Pakistan. The design of the APL as the intended vehicle for the loan was an especially important contribution to Bank knowledge and infrastructure work, and to the general area of public sector reform.

3. Contributed to Bank knowledge and expertise through the identification and design of important policy reform incentives and linkages at the project level for unprecedented organizational and behavioral changes in government.

Project Objective: Private Infrastructure (light rail) Development

As mission leader I supervised preliminary feasibility studies of a Government of Sindh financed BOT urban mass transit project in Karachi, Pakistan.

Accomplishments:

1. Reached agreement between Government of Pakistan (GOP) and private sponsors led by SNC Lavalin of Canada for implementation of a light rail investment (January 1996). (Subsequent failure of GOP credible commitment to the terms of the implementation agreement led to project abortion.) The project was to finance 15 kms of light rail along a major arterial that radiates from center city out toward the periphery passing through robustly growing town centers in the Karachi metropolitan area.

Project Objective: National Procurement Reform

As mission leader, I prepared study-plan and supervised implementation that led to a joint venture between the World Bank and the Finance Ministry of Pakistan to create a national procurement authority to catalyze and lead procurement reform throughout the country.

Accomplishments:

1. Created the national procurement authority--a first of its kind where the Bank is an active participant.

2. Supervised development of standard bidding documents for the authority and training of authority staff personnel in their use.

3. NOTEWORTHY: Identified upfront venture capital for start-up funding of the procurement authority

from interest accruals of the awarded grant funds. (Because the Japanese Government did not claim ownership of the interest accruals to the funds granted for preparation of the SSDP, the Bank was free to grant interest accruals as a separate source for the venture capital for the new start-up.) The project served as the model for procurement projects in India, China, Russia, and Malawi.

Project Objective: Restructuring: State Development Authority

As supervising officer, I designed and supervised implementation of a corporate development plan and strategy to restructure and downsize the Karachi Development Authority (KDA), including divestiture of the loss-making transport monopoly the Karachi Transport Authority (KTA). This project involved multi-sectoral urban investments in Karachi. Components included: concrete lining (by machine) of 1200 cusecs capacity water canal for offtake from Haliji Lake Reservoir to Gharo plus construction of two high capacity siphons; these projects have drawn some attention here in the World Bank and in Pakistan for their emphasis on and success with institutional capacity building as it relates to project implementation.

Accomplishments:

1. Successfully divested the Karachi Transport Authority (KTA) of its assets; successfully legally abolished the KTA.

2. Successfully carried out labor redundancy for KTA without incidence of civil disorder; buyout payments were financed by the Government of Sindh and by surplus funds from the SSDP Project.

Project Objective: Physical Investment and SOE Reorganization and Privatization




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As mission leader, I prepared, appraised, negotiated and supervised an investment and governance reform strategy for corporate management and physical investment for the Karachi Water and Sewerage Board (KWSB). This project costing over $300 million in physical works and technical assistance included loan funds from the World Bank ($200M) and co-financing from the Asian Development Bank (ADP) ($100M) for new water supply (100mgd), improved and expanded sewerage infrastructure, and substantial overhaul of KWSB investment and operations and maintenance departments.

The Karachi Water Supply and Sanitation Project expanded water and sewerage services in Karachi by 100 mgd and 94 mgd, respectively. The objective was to close the enormous lag in supply of potable water and sewerage facilities to a city of 10 million inhabitants that is growing at more than 5% annually. Current production of potable water is 20 gallons per day per capita. Components of project: expansion of water supply for Karachi (construction of 100 mile supply conduit from Indus River Kotri Barrage to bring 100 mgd of new water to Karachi, expansion of related trunk mains, pumping stations, and water treatment facilities. This project was noteworthy for several reasons, of which two are mentioned here: first, it is one of a handful of projects in Bank history where water tariffs were increased by 500 percent over 6 years without having to increase the supply of water to the consumer, and not incur water riots in the streets. This unusual feat was achieved by improving the management of delivery of existing supplies. Seemingly a simple achievement, in reality is rarely achieved in developing countries because of long lasting distrust and even hostility between the populace and the public sector; and second, it is possible to turn an inefficient public authority into a self-learning organization by skillful application of a reasonable amount of resources.

Accomplishments:

1. Successfully completed and implemented the strategy.

2. Successfully avoided confrontations with KWSB labor unions.

3. Successfully managed the preparation and issuance of procurement tender documents for procuring equipment, machinery, and consultancies necessary for the project. All bidding was accomplished through international competitive bidding in accordance with international and World Bank procurement guidelines.

4. Reorganized the KWSB, including an on-going plan to retrench redundant labor.

5. Successfully installed a financial accounting, reporting and planning system.

6. Successfully computerized operations and maintenance functions of the KWSB.

7. Introduced staff training and process-led capacity building to improve future financial management and planning capability.

8. NOTEWORTHY: The KWSB project gained distinction within the World Bank water and urban development sectors for achieving significant and innovative governance reforms.

9. Contributed to Bank knowledge (see publications).

Project Objective: Intergovernmental Relations Study

As financial and institutional specialist, I participated in the Bank economic sector study on intergovernmental relations between the central Government of Pakistan and the two sub-national levels of government: provincial and municipal.

Accomplishments:

1. Successfully completed my financial and institutional contribution to the study and report.

Project Objective: Urban Sector Study

As lead infrastructure-urban sector specialist and country team leader for Pakistan, I assured quality-at-entry for projects in the urban infrastructure sector for Pakistan.




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Accomplishments:

1. Successfully assured quality entry of new infrastructure projects in Pakistan.

Project Objective: Municipal Development & Environmental Protection Studies

As mission leader, I identified and designed two investment programs for the Government of Sindh: the Sindh Municipal Development Program, and the Sindh Environmental Protection program.

Accomplishments:

1. Successfully completed project studies; both of these investments were designed to build upon and further advance the fiscal and administrative policy reforms and institutional changes initiated by the Sindh Special Development Project mentioned earlier.

2. After Pakistan’s overall country loan portfolio came under serious challenge from the World Bank, these two pipeline investment projects for the provincial GOS were aborted, resulting in a return of about 3 million dollars of grant funds to the granting facility in the Bank.

INDIA: 1985-1988

Project Objective: Reform of Water & Sewerage Authority

As mission leader, I prepared, appraised and negotiated a $110 million World Bank investment loan for the Metropolitan Madras Water Supply and Sewerage Board (MMWSSB). I was ultimately responsible for supervision of preparation of procurement documents including draft contract forms for all physical works, equipment, machinery, materials, and consultancies for the project.

Accomplishments:

1. Successfully implemented the Project.

2. Achieved full and sustainable financial viability for the project--one of the first success stories in this sector in low income countries for the World Bank.

3. Achieved unprecedented change of legislation; in this case—the assigning of legal authority to MMWSSB to regulate the water shed/aquifer as a scarce resource serving the city.

4. Achieved first time alternation of raw water supply sourcing between the recharged aquifer under the city for half a year and several surface water reservoirs located on periphery of city limits for the other half year.

Project Objective: Urban Planning & Development Authority Reform

As supervising officer, I supervised the Calcutta Municipal Development and Transport Project for one year in accordance with World Bank guidelines.

Accomplishments:

1. Successfully supervised the project.

PHILIPPINES: 1979-1983

Project Objective: Slum and Area Upgrading, Sites and Services, and SME Development

As chief architect and supervising officer of the micro-enterprise and SME component of the Third Urban Development sites and services project for metropolitan Manila, I designed and supervised small enterprise development in the slums of Metro Manila.

Accomplishments:




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1. NOTEWORTHY: This component was independently evaluated as performing as planned and as a result gained distinction throughout the Bank and contributed to Bank knowledge.

2. Created numerous new economic opportunities were created along with new jobs and income for low income families in Metro Manila.

3. Produced a highly successful model for developing economic opportunity which was replicated throughout metro Manila.

4. Created project with innovative financial intermediation modalities: a commercial line of credit and equity resources for expanding community-based financial NGOs (e.g., credit and cooperative unions; small community loan window operations; community equipment rentals

to small businesses; and others serving local businesses with financing for equipment, and working capital). Loans were supplemented by technical and managerial assistance.

ECUADOR: 1983-1985

Project Objective: Housing Bank Financial Reform and Restructuring

As supervising officer, I produced financial reform studies and an implementation program to assist the Banco Ecuatoriano de Habitacion (BEV) in Quito, Ecuador, which was experiencing large financial losses.

Accomplishments:

1. Achieved major financial turn around in financial performance of Ecuador’s Housing Development Bank from financial losses to financial surpluses within the life of the project.

2. Achieved elimination of government subventions and an expansion of BEVs lending portfolio.

Project Objective: Low Income Housing Sector Reform

As supervising officer, I supervised all aspects of project implementation for the Guayaquil Urban Development Project. At the time, the project was rated as a "problem" project in accordance with World Bank supervision guidelines.

Accomplishments:

1. Achieved substantial improvement in performance which resulted in a shift of The Guayaquil Urban Development Project’s rating category from a problem category to a satisfactory category in the Bank’s lending portfolio.

2. The project completed satisfactorily.

BRAZIL: 1978-1985

Project Objective: National Urban Transport Authority Reform

As member of World Bank appraisal team, I managed the preparation of institutional change program to reform investment planning and finance functions of Brazil’s urban transport authority Empresa Brasileiro do Transporto Urbano (EBTU).

Accomplishments:

1. EBTU successfully carried out its institutional change program.

2. Introduced both national and state agencies to more rigorous and competitive (contestable) procedures and sub-loan eligibility criteria for improvements in on-going operations, creating transparent executing conditions and productive relationships between its national operations and state offices.

Project Objective: State Owned Enterprise Study




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As team leader for institutional capacity study of state owned enterprise Centro Brasileiro Empresarial (CEBRAE), I examined and evaluated their provision of managerial technical assistance and training program to owner-operators of small and medium sized enterprises availing themselves of commercial credit lines financed by the Bank.

Accomplishments:

1. Successfully carried out the evaluation. Conclusions and recommendations were subsequently used by Bank staff in the design of other projects.

Project Objective: Municipal Development

As a member of the appraisal team and leader of the supervision team of the Brazil Medium Sized Cities (MSC) Project involving 13 secondary cities located throughout the country of Brazil, I designed the employment component of the project, and supervised the operations of the overall project.

Accomplishments:

1. Project was completed successfully. The MSC project was independently evaluated as successful on a number of performance criteria which were atypical in the World Bank at the time.

2. The MSC Project represented what was referred to in the Bank as a new style project that heralded much needed attention to institutional issues beyond the traditional lending portfolio for physical works and showed that institutional development could be successfully carried out.

Project Objective: Industrial Development

As team leader, I was responsible for conducting a field study of 15 industries in Northeast Brazil (in 8 states) that were created by the Rural Industrial Technical Assistance (RITA) Project between 1962 and 1968 and funded by the Ford Foundation, Organization of American States (OAS) and USAID.

Accomplishments:

1. Completed the study and presented findings to Bank staff.

2. Report is published as part of World Bank Science and Technology Series, circa 1976/1977.

BAHAMAS: 1981-1984

Project Objective: Industrial Park Reform and SME Development

As senior analyst on World Bank appraisal team of a commercial line of credit for small and medium enterprise development and of a reform program for the existing industrial park in Nassau, Bahamas, I designed both components to qualify for Bank financial support. Analyzed and assessed study of the Freeport export processing zone operations to link it to the SME line of credit, and a study of the performance of the loan portfolio of the Barbados Development Bank as a source of loan credit.

Accomplishments:

1. Design of both components survived rigorous World Bank appraisal and both components were included for Bank financing.




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OTHER QUALIFICATIONS

Professional Training Courses

All of the following job-related training courses were taken at the World Bank between 1978 and 1997. Most of the courses lasted one to two weeks; none were shorter than one week.

1. Urban Transport Planning and Development 2. Privatization of Japan Railway (study tour to Tokyo, Osaka, and Kyoto, Japan) 3. Project Finance: Limited Recourse Finance for Infrastructure 4. Privatization of Public Enterprise 5. Asset Valuation in Inflationary Economies 6. Public Sector Management and the Role of the State 7. Procurement Methods and Procedures (Basic and Advanced) 8. Financial Analysis for Public Utilities 9. Technical Training in Social Assessment and Participation 10. Sites and Services Design and Delivery 11. Property Tax Valuation and Reform 12. Urban Management and Utility Mapping 13. Physical and Financial Planning for Area Upgrading 14. Technical Assistance Design and Delivery 15. Housing Finance Development 16. Inter-Governmental Fiscal Relations 17. Municipal Government Finance 18. Unaccounted for Water Detection 19. Land Information Systems and Land Registration 20. Various focus groups, brown bag presentations, informal discussion groups, among others.

Computer Skills: I am computer literate and type 80+ words per minute. I am proficient in MS Office Suite including Word, PowerPoint, Excel, Outlook, Project Management, Quick Books Pro.

Certifications

Acquisition Management-USAID (2005)

Leadership Development-US Federal Executive Institute (2005)

Cognizant Technical Officer (CTO)- USAID (2005)

Procurement Methods and Procedures -World Bank (1990)

Technical Training in Social Assessment and Participation-World Bank (1987)

Property Tax Valuation and Reform-World Bank (1984)

Privatization of Public Enterprises-World Bank (1983)

Public Sector Management and the Role of the State-World Bank (1983)

Urban Water Environmental Infrastructure-World Bank (1983)

Non-Recourse Project Finance for Infrastructure-World Bank (1983)

Financial Analysis for Public Utilities -World Bank (1982)

Financial Planning and Analysis – World Bank (1981)




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Secret clearance US Government 2001-2005 & 2009-2011 US Dept. of State

Languages

English Oral Fluent / Written Fluent Portuguese Oral Fluent / Written Business Spanish Oral Business / Written Basic French Technical understanding

International Experience

Africa -Mozambique <1year Africa -Ghana <1year Africa -Zambia <1year Africa –Swaziland <1year Africa –South Africa <1year Africa -Botswana <1year Africa -Kenya <1year Africa -Tanzania <1year Asia -India >3years Asia -Pakistan >3years Asia –Thailand < 1 year Asia -Philippines >3years Asia -Cambodia <1year Central America & Caribbean -Bahamas >3years Europe –Serbia/Kosovo < 1year Europe -Germany <1year Europe -France <1year Europe -Greece <1year Europe -Turkey <1year Europe - Hungary >2years South America -Brazil >3years South America -Ecuador >3years South America –Venezuela, Honduras, Guatemala, Columbia < 1 year

Associations

International Institute of Informatics, Science and Cybernetics (05/2006- Present): Member and reviewer of IIISC papers for conferences and publications. Papers reviewed in 2006 - 2007:

“Real-time simulation of crowds for the safeguard of cultural heritage assets in emergency situations”

“Risk management in libraries and cyber-informatics”

“Using satellite images for evaluating degraded forest decision making Southern Korea”

“Scenario Logical and Probabilistic Management of Risk in Business”

“The Integral Risk Management Process”

“Requirements Engineering in Secure Software Systems: Factors that Influence Requirements Risk Analysis and Risk Management”

USAID Alumni Association—2012-present




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1818 Society—Retired World Bank Staff

Publications – pre 2006 Boyle, Neil. 2004. “Studying and Mitigating BOT Meltdowns with NIE.” Working Paper, School of Economics,

University of the Philippines, Manila, Philippines.

Boyle, Neil. 2001. “Incentives for Private Infrastructure in Developing Countries,” issue 1 of Global Utilities:

Project Finance International. London: Thomson Financial May 2001.

Boyle, Neil. 1999. “Country Procurement Assessment Review: Mozambique.” World Bank, East Africa

Infrastructure Division.

Boyle, Neil. 1999. “Program Implementation Plan (PIP): Philippine National Highway Investments Management

Plan.” Department of Public Works and Highways (DPWH), Manila, Philippines.

Boyle, Neil. 1997. “Putting Theory and Practice to Work in Institutional Development: A Case Study and Analysis.”

World Bank. Advisory Board on Governance. Photocopy.

Boyle, Neil. 1996. "Public Investment in Karachi: A Matter of Institutions.” In Partnership: Governance and Public

Sector Management. Washington, DC: Economic Development Institute of the World Bank, Summer 1996, pp. 3-

12.

Boyle, Neil. 1996. “Seminar on Government Reform for Ministers from ME and North Africa.” Paper presented for

Economic Development Institute of the World Bank, Salzburg, Austria.

Boyle, Neil. 1996. "Pakistan Sindh Special Development Project" In The World Bank Participation Sourcebook.

Washington, D.C.: The World Bank, 1996, pp. 95-103.

Boyle, Neil. 1995. "Exploration of a Theoretical Framework of Institutional Development: Lessons from Pakistan."

World

Boyle, Neil and Susan Silsby. 1993. "Mapping the Black Box of Institutional Development." Posted on internet by

Dr. Mathew Bonham, Director, Department of International Relations, Maxwell School, Syracuse University, New

York.

Boyle, Neil and Ajay Kumar. 1993. "Municipal Development through Provincial Government." In Infrastructure

Notes. Washington, D. C.: Infrastructure and Urban Development Department, World Bank.

Wight, Albert R. and Neil E. Boyle. 1993. “Evaluation of Intercultural Courses and Programs.” In Overview of

Intercultural Education, Training and Research. Vol. 3. Edited by David S. Hoopes, Paul B. Pedersen, and George

W. Renwick, 1-27. Washington, D.C.: Society for Intercultural Education, Training, & Research, and Georgetown

University.

Boyle, Neil. 1993. Sindh Special Development Project, Staff Appraisal Report. No. 11106-PAK. Washington, D.C.:

Energy and Infrastructure Operations Division, Country Department III, South Asia Region, World Bank

Boyle, Neil and Albert Wight. 1992. "Policy Reform: The Role of Informal Organizations." In Infrastructure Notes.

Urban no. OU-5. Washington, D.C.: Infrastructure and Urban Development Department, World Bank.

Boyle, Neil. 1988. Second Karachi Water Supply and Sanitation Project, Staff Appraisal Report. No. 7355-PAK.

Washington, D.C.: Energy and Infrastructure Operations Division, Country Department III, South Asia Region,

World Bank.

Boyle, Neil. 1987. First Madras Water Supply Project, Loan 2846/Credit 1822-IN, Staff Appraisal Report. No.

____-IN. Washington, D.C.: Water and Sewerage and Urban Development Operations Division, Country

Department IV, Asia Region, World Bank.



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