What APM Inc. Digital Transformation DeliversAPM Inc. combines over 40 years of experience gained from working for, and consulting with, international, regional, and in-country public and private sector organizations in over 30 countries across 6 of the 7 continents. This depth and breadth of experience, together with the use of proven strategies and indicators of progress and outcomes, have resulted in the delivery of organisational transformation to dramatically improve the competitiveness, efficiency, coordination and overall effectiveness of specific areas of the organisation and the organisation as a whole.The APM Guyana business transformation target areas are: -1. Providing local content in partnership with expatriate companies2. Local private/public sector clients3. Regional private/public sector clients

APM’s mission is to provide rapid-implementation digital business transformation solutions using field-tested lead consultants with at least 15 years experience.APM’s consultants are matched with suitable local resources wherever possible, to maximise technology transfer and enable local maintenance and long-term development. Experience has shown that a major obstacle in realising the anticipated benefits of business transformation is the legacy operational framework - legal, processes, organizational structure and culture, skills set, and tools. Without structured and staged change management the technology alone often does not deliver anticipated efficiencies or benefits.Departmental managers, supervisors, and staff are often threatened by change unless there is early buy-in for business processes review and refinement. As part of structured change management APM promotes the concept of prototyping and working out a set of business processes to support the initial implementation stage. The initial set of tailored business processes is refined at agreed fixed time intervals after implementation and as the organisation becomes more familiar and comfortable with the new organizational structure. The anticipated benefits of this approach are more effective use of information and communications technology, lower implementation cost, and greater client self-sufficiency achievable through user training and technology skills transfer. The target is large and small agencies preferably in developing countries and those with emerging economies.

Conducting assessments and business transformation activities at departments and agencies under the Ministry of Finance umbrella.

Electoral systems review.

Implement the EMS as guided by the 2014 work plan.IFES funded the latter part of this intervention when funds became available.Achievements in the first stage of the INEC transformation included:-a. First time operations manuals in 7 principal business areas identified by INEC to have the potential to have a dramatic impact on the 2015 general electionsb. The establishment of a HQ Elections Management System (EMS) Secretariat, within the Planning and Monitoring Directorate in the Office of the Chairmanc. The Establishment of State EMS Secretariats across all 36 + 1 StatesThe operations manuals are driven by agreed business processes performance dashboards to provide a clear view of the status of all business processes tasks identified by INEC teams to support the development of the 7 first time operations manuals.To strengthen implementation and compliance with the business processes of the operations manuals planned change management and automation is required driven by local INEC ownership. Automaton is ongoing and some change management was outlined in this assignment. More automation and change management work is needed post the 2015 general elections.

Begin elections management system implementation activities arising out of the Dec-2012 assessment report.

Part of a 2-person team recruited by Commonwealth Secretariat to assist the IEC with assessing the impact of its identified challenges, identifying constraints, recommending changes to its legal and operational framework, and designing an interim organizational structure to strength its electoral services delivery within the existing constraints.

Elections Management System Assessment including recommendations to assist with improved coordination, efficiency and effectiveness through to the 2015 elections.

Two missions covering the Presidential and National Assembly elections to assess the new voters registration system and build capacity.Conducted:-a. a detailed assessment of the voter registration systemb. Several hands-on ICT traing sessions in database administration/management/development using mySQL and SQL Server 2008c. Several hands-on training sessions re web application development using Visual Studio 2010d. A 5-day workshop for IEC senior management outlining the benefits, implementation risks, and stages involved when conducting a multi-year strategic planning for elections exercise

Worked on assignments in the private and public sector including conducting:-a. Project Managementb. Business Process Reengineering

After the 2004 elections I was contracted by DfID (UK government) and subsequently the Commonwealth Secretariat to conduct an indepth review of the issues surrounding the 2004 elections and advise on improvements.My contributions to MEC under the resulting "Between the Ballot Boxes Programme" UNDP managed, Government of Malawi and development partner funded, over multiple missions, were:-1. To recommend that it acquires its own headquarters building2. To revamp its entire ICT infrastructure to support its core elections business and office productivity3. To establish a wide area network connecting its regional offices4. To implement systems to support better internal and external communications through internet, intranet and extranet implementations5. To develop an Elections Management System framework set of tools to support Electoral Services activites including demarcation, political party registration, candidate nomination, voter registration, results management, claims and objections management, election on election data analysis, observer accreditation, warehouse management, human resource management including temporary elections staff, human resources/payroll, multiple year financial management, and polling station/registration centre pertinent data.The project plan saw the mirroring of the ICT activities with organisational restructuring and revised business processes.The organisational restructure did not occur. Despite this and significant procurement delays all of the ICT tools were delivered and a new 6+ million voters register delivered within 7 months complete with biometric identification data. The effectiveness of the ICT tools will be better served by the much needed organisational restructure.

Oversaw the selection of a computer-based debt mangment system under the guidance of ADB procurement rules, the specification and procurement of the hardware and software to support the selection, and monitored the UNCTAD implementation team providing basic end user debt data capture and system administration required to maintain the system.Conducted a workshop to produce a basic set of data capture and validation business processes to capture debt instrument data and transactions.

One of a 2-person Crown Agents team to advise the People’s Republic of China on the implementation of The Commonwealth Secretariat Debt Recording and Management System (CS-DRMS), implement it, and train MoF economists and system administrators.

APM was contracted to take over the management and implementation of the application. The APM project plan was delivered ontime and within budget.Member of a 2-person team providing lead management and technical guidance for the implementation of PeopleSoft HRMS/Global Payroll in the English and Dutch Caribbean. This included managing a 10-person client staff team.

ICT projects across the Caribbean.Selected projects include:-a. The implementation of an integrated financial management information system on a country wide network for the Government of Belize - DfID fundedb. The porting, modification and enhancement of the subject registration, grading, top awards, andstatistics reporting modules of the Caribbean Examinations Council Examinations Processing System (CXC-EPS) for the regional secondary school examinations in January and June - EU fundedc. Developed a 1999 Information & Communications Technology (ICT) Strategy for the Government of Belize as part of a 2-man team - DfID funded

Project and technical lead for the Government of Guyana payroll conversion from a legacy, centralised, batch processing system, to a decentralised Human Resources Management System(HRMS)/payroll over a wide area network.Managed a technical team of 6 IT developers.The conversion went live after 10 months into the project and is considered one of the fastest by the software supplier which has used it as a test case.At implementation the SmartStream HRMS paid 46,000 monthly employees and public servant pensioners.This detailed project plan was delivered on time and within budget

Revamped the entire IT infrastructure at the Ministry of Finance, and established a wide area network between it, the Office of the President, and other key agencies.Developed an application to support the preparation and monitoring of the national budget.

a. Responsible for the installation, training, operations, and quality of the debt management system for 27 member countries.b. Responsible for making system improvement recommendations and writing softwarec. Liason between CS-DRMS and the World Bank debt systems

Assisted the Debt Management Unit in the Ministry of Finance with the capturing of the debt instruments and their transactions.Developed processes for capturing debt instruments and transactions.Developed country specific debt reports.Developed scripts to evaluate the data integrity and consistency of the CS-DRMS database.Trained economists in the use of CS-DRMS and the ad hoc querying tools.

This company was a member of the Neal & Massy Group of Caribbean companies.Developed a market for NCR and Apple personal computers.Develped and conducted several training courses for the public.

Established the Goverment Computer Centre in Belmopan.Wrote and implemented Belize's trade statistics system.Wrote and implemented Belize's government accounting system.Recruited and trained all of the staff for the national computer centre.

Managed a team of IT developers to develop government wide solutions.Supported the Commonwealth Secretariat technical team by developing a computer model to support negotiations between the Government of Guyana and a private foreign owned gold mining company. Commonwealth Secretariat used the model to support similar work in Ghana.

Conducted "An Introduction to Data Processing" course within a Diploma in Accountancy targeted at members of the Public Service in Guyana.

Managed a team of 3 developers.Developed and implemented a monthly payroll system which paid all civil servants, members of the army and police, and University of Guyana staff.Developed a computerised simulation model to support the work of a CIDA team to redesign the national airport.

Supported the work of the newly created Government of Guyana national computer centre.