Our Work

CARICOM SECRETARIAT INSTITUTIONAL REVIEW

Member of the Governance and Legal Team in the Institutional Review of CARICOM Agencies
As part of the legal and governance team tasked with reviewing 17 CARICOM Institutions, we undertook a review of the mandate as per the founding CARICOM Treaty of Chaguaramas, the governing instruments, governance structures and CARICOM Agency strategic plans.
Made recommendations on revisions to mandate to modernise and align with current strategic challenges of the Caribbean region, and recommended new governance structures and changes to governance instruments.

Public Service Transformation (2018-2022)

Governance Advisor and Programme Manager for the Government of the Virgin Islands Public Service Transformation Programme.

Critical components of the Programme included supporting the drafting of new legislation to ensure compliance with the Overseas Territories Governance Framework, including work on an Integrity in Public Life Policy and Bill, Public Service Management Bill amongst others.

Also, reviewed and supported the amending of the Government’s suite of E-Governance legislation in preparation for Government’s the Digital Transformation .

Felicia Meeting

Business Transformation (2016-2017)

Working with the Turks and Caicos Islands Government we delivered their Business Transformation Strategy.

One of the goals of the strategy was to develop an ‘opportunity economy’ for Turks and Caicos Islanders. Therefore we worked with the Employment Services Division to review the policies concerning Labour and Work Permits, re-engineered the Work Permits Process using lean systems methodology and supported the Government’s first ever Labour Market Survey and National Skills Audit.

Governance, Management and Operations Review (2016 – 2017)

Partnering with a Canadian Engineering firm we led the Governance and Management aspects of the review of the Government of Belize’s 192 Village Water Boards.

This included undertaking a comprehensive policy and legislative review, and making recommendations for appropriate policy and regulatory changes.

We also conducted extensive field trips to over 15 Water Boards drawn from across the country to assess how the regulations work in practice. The project required engagement with a wide array of stakeholders including villagers, local representatives, elders, the Water Boards, Ministers and the Ministries involved in Water Management across Belize.

Public Sector Reform (2015-2016)

We were contracted to manage the Government of Montserrat’s Public Sector Reform Programme, funded by the Department for International Development.

The goal of the programme was to enable GoM to become more efficient, effective transparent and accountable. A major outcome that drove the transformation was the focus on clear policy and implementation.

We worked with Government to develop a clear Policy Agenda that informed a new strategic planning and budgeting process; we initiated a project to establish a Project Management Office.

Lastly, we ensured that critical positions were filled by developing a customized integrated Assessment Centre for recruitment of senior staff and successfully filled 10 key posts over the course of 12 months, several of which had been vacant for 12 months or more.

Commercial Turnaround (2015-2016)

We were contracted by one of the world’s largest healthcare group practices to assist in turning around its troubled revenue cycle that was failing to recover a high percentage of billings.  Management believed that it’s outsource billing and collection vendor was performing poorly and asked us to help lead a remediation effort both inside the company and in collaboration with that vendor.

We documented the complex business process and information flows supporting the charge to cash cycle, along with the functionality of a custom developed charge entry and edit system that was being rapidly evolved with agile software practices.  Our forensics identified numerous cases in which staff were continuing to classify billable charges into queues that the company’s own software had abandoned, leading them to time out and become unbillable.  We changed the business process workflows, provided software design changes to the technical staff, and quickly recovered nearly $1 million in orphaned charges that the outsource vendor was able to process through to payment.

Research & Commercialization Capacity Building (2008-2013)

We served as the project leader for a biotechnology capacity building and knowledge transfer initiative funded by the Danish and Netherlands governments. Our role was to design the project, manage inter-governmental relations, contract and manage researchers and institutes in six countries, and lead both the research agenda and transition to commercialization in Vietnam.

The local project team identified promising plant varieties and co-culture cultivation techniques, and then adapted and exceeded biomass fractionation and isolation methods in use at the USDA Agricultural Research Service. We designed, built, and operated in the Mekong Delta a mobile bio-refinery prototype that converted locally grown biomass into various commercial products. We worked closely with farmers and their families to understand how best to integrate a new industry into their communities.

Social Service Administration (1997-1998)

The Government of the Northwest Territories (GNWT) in Canada contracted us to serve as lead functional designer of a new social service information system. The Department administered program payments to residents of this northern Territory, but found it difficult to uniquely identify indigenous recipients – which led to fraud and duplicated expenditure. Our role was to translate the government’s objectives into a software and data design subsequently implemented by a Canadian technology company.

Our design integrated several data sources that made it possible for front-line social service workers to definitively link government-issued identity cards to the addresses and demographics associated with various program enrollments. GNWT was able to identify and stop incorrect payments amounting to 30% of distributed benefits in the first year of operation.

We cannot be mere consumers of good governance; we must be participants, we must be co-creators

Rohini Nilekarni

Talk with us today

It Only Takes a Few Minutes to Get Started and start your co-creation journey