Andre Laperriere Email & Phone Number

Levis, Qc, Ca

Montreal, Canada

Pursuing his international career, Mr Laperriere was selected as the first Executive Director of the Global Open Data Initiative Secretariat. GODAN emerged from a series of G8/G7 meetings in 2012 and 2013 and was formally launched at the Open Government Partnership Summit in London in October 2013, with the goal of triggering interest and practice towards improving sustainable productivity methods in food production, distribution and consumption, towards 2050. The GODAN initiative brings together agricultural, nutritional and open data fields and actors so that:Open data is used primarily as a key tool to convey/exchange knowledge across the world between all those involved across the entire food value chain, all those that believe in working together, and all those who believe in the future of this planet. Data, more and more open, is a key repository of knowledge which once shared, combined, put to new uses, generate innovation, progress and overall food security and improvement of the quality of life for everyone.The GODAN partnership currently includes more than 1200 institutions (Governments, Research and Academia, Private Sector and Civil Society, from 127 countries, providing for a unique mix of technologies, cultures, ideas and solutions never achieved so far.As Executive Director, Mr Laperriere represents GODAN in numerous international fora, leads partner mobilization, manages staff and is responsible for the resources of the organisation.

Washington Dc

In January 2011 Mr. Laperriere returned to international development, as Deputy CEO of the Global Environment Facility (GEF), a semi-autonomous vice-presidency of the World Bank in Washington DC. With 183 Member States, the GEF is today the largest public funder of projects to improve the global environment. During his last tenure year, the GEF was due to to mobilize and invest (direct and co-financing) in excess of USD $8 billion in sustainable environment projects across the world. As Deputy CEO, he was responsible for the management of the Secretariat, coordination of GEF operations, and assistance to the CEO on all management, financial, programmatic or representational matters at the highest policy level with GEF partners, and representation of the GEF in the international community.

Malmo, Sweden

In June 2009 Mr. Laperriere chose to take a pause from UN organizations and get reacquainted with the private sector. He then accepted the role of Director General in the Global Trust Center, an international secretariat aiming at defining and providing means to achieve reporting standards within secure electronic transactions, with the long term objective of stimulating economies and especially south-south exchanges. After completing his mission in December 2010, he returned to the international development community, this time in the GEF/World Bank in Washington DC.

The Hague, Netherlands

Under the overall guidance of the Board, Mr. Laperrière set up the Trust Fund for Victims Secretariat in The Hague, with the mandate of assisting/rehabilitating the victims of War Crimes, Genocide and Crimes against Humanity. For this purpose, he designed the Fund’s financial and programmatic frameworks, recruited all staff, initiated fund raising and communication campaigns towards victims and donors, and managed the Secretariat's first 43 projects, benefiting more than half a million people after its first18 months of existence.

Copenhagen, Denmark

In May 2003, he was promoted to Director of the (UN) World Health Organization’s Administrative and Finance Division, based in its Copenhagen regional headquarters. In this role, Mr. Laperrière was directly responsible for the management of the WHO resources (staff, funds, supplies, buildings, equipment) across the 53 countries of its EURO region. Beyond these regular managerial duties, he was actively involved in the design and implementation of a series of global and regional reforms designed towards efficiency and improve sustainable implementation and response capacity.

Erbil (And Other Offices), Northern Iraq

In 2001 Mr. Laperrière was given the role of Coordinator (head) of UNICEF’s share of the Oil for Food Programme in Northern Iraq, until then the largest programme undertaken by UNICEF. With a cumulative budget exceeding USD$ 450 million, his role was to lead reconstruction efforts in the sectors of Water and Sanitation, Health and Nutrition, Education and Protection. Additionally, as war became very likely, he led the design of the emergency contingency plan for UNICEF, preparing for possible massive displacements of population and shortage of basic necessities. This plan was put into effect once the war did break out, and later described as 'the best ever in UNICEF'. The end of the Oil for Food Programme saw a smooth handover of the infrastructure re/built to newly trained Iraqis who to this day, have been operating and maintaining it without external help, confirming their capacity to do so, as well as the sustainability of the approach used by Mr. Laperrière’s team.

Addis Abeba, Ethiopia

Upon arrival in Addis Abeba in 1997, Mr. Laperrière was first asked to develop and implement a comprehensive and efficient control environment for the office, including a wide-reaching set of management indicators and procedures. In this context, he led negotiations with the Government of Ethiopia to jointly design UNICEF-Government of Ethiopia “Programme Planning and Implementation Guidelines”, a first, which became a model in UNICEF. Early 1998, a 2 years war broke out between Ethiopia and Eritrea; this conflict raged for the following two years, only to be followed in 2000 by the worst drought in years in the Horn of Africa. These events led to significant shifts in the thrust of Mr. Laperrière’s mandate, as he became directly responsible for the management of the financial and human resources allocated in response to these consecutive crisis until the end of the war in 2000 and of the drought in 2001.

Port-Au-Prince, Haiti

Assigned to Haiti one week before the military invasion that forced the military junta out of power, Mr. Laperrière’s immediate mandate was to manage the severe emergency arising from this military operation, and to transpose into the UNICEF office management techniques developed during his private sector career, leading to the creation of a private sector foundation and other private sector initiatives for children. Finally, from 1995 to 1997, he was nominated member of America’s (TACRO) Regional Advisory Council, whose mandate was to advise and support UNICEF’s regional director’s office in the organization’s reforms across the Americas and the Caribbean.

Conakry, Guinea

Transition from the private sector to the UN went through two years as Senior Project Manager in charge of USAID’s Economic Policy Reforms Support project (675-0218). Total funding for this programme was US$23 million dollars, plus US$ 1.7 millions subsequently added for job creation activities. This was at that time the largest USAID funded project in West Africa.This project included the design and implementation of management systems (accounting, personnel, supplies, admin, information systems, etc.) and extensive counterpart training in various ministries and the Central Bank. In addition to management reforms, Mr. Laperrière introduced a “Women Managers” training programme, a first in the civil service of the country.

Hq In Montreal, Posted In Haiti, Gabon, Guinea Etc.

During this period, Mr. Laperrière performed a variety of assignments in western and developing countries, mostly related to organizational change, performance management systems design, and privatization. Within those, I became (by Presidential Decree) National Commercial Director in Guinea’s National Power Utility (ENELGUI, 1990-92)). Key results arising from this intervention were a six (6)-fold increase in the company’s annual income, its subsequent privatization and US$ 150 million in additional World Bank funding to the Guinean Government (POWER II project).Other mandates included the organizational diagnosis of Haiti’s National Water Utility company (SNEP), Gabon’s National Railway Company (OCTRA), Shell Haiti, the reform of the administrative and commercial operations of Haiti’s Power Utility (EDH), feasibility studies for iron ore extraction in Madagascar (QIT) and for what became Euro Disney in Paris, etc.

Vancouver, Canada

During this period, Mr. Laperrière was in charge of a number of organizational assessments, training, and performance management systems design/implementation for large companies such as: • British Petroleum (BP Minerals Canada – HQ) • Teck Corporation (Canada). • Sasktel (Saskatchewan Telephone co.); • Trans-Canada Pipelines (HQ), etc.All of these projects involved a substantial effort in the design of management systems and associated training of key employees and supervisors at all levels (including senior management), with the goal of restoring organizational efficiency, effectiveness and profitability.

Mba, Management/Information Systems

Masters In Industrial Relations, Organisational Development, Policies

M.A., Industrial Relations

B.A., Psychology, Industrial Relations

Diplome D Etudes Collegiales (Dec), Psychology

Education record