Below is an illustrative list of projects performed by ERG's professional cadre of consultants, trainers, and facilitators:

Human Resources Development for Tax Revenue Authority of Guyana

Organizational Development for the Afghan Ministry of Commerce & Industry

Civil Service Reform in Liberia

Management & Organizational Development: USAID West Bank/Gaza Mision

Human Resources Development for Tax Revenue Authority of Guyana

Facilitation of Work Groups for the U.S. Internal Revenue Service

Organizational Restructuring & Human Resources Management for U.S. Agency for International Development (USAID), Afghanistan Ministry of Commerce (MOC)
Subcontract to BearingPoint, Inc.

Strategic / Business Plan for U Street Theatre Foundation

Organizational Restructuring for National Bank of Serbia
Subcontract to BearingPoint, Inc.

Restructuring the Central Bank of Afghanistan / US Agency for International Development
Subcontract to BearingPoint, Inc.

Organizational Streamlining: US Agency for International Development / Office of Food for Peace (FFP)
Organizational Streamlining

Strategic & Work Planning: US Agency for International Development / Microenterprise Division
Subcontract to Deloitte, Touche, Tomatsu

Process Manuals & Technical Writing: Food & Drug Administration / Center for Food Safety and Applied Nutrition (CFSAN)
Subcontract to Macfadden & Associates

Federal Deposit Insurance Corporation (FDIC)
Work Process Redesign / Organizational Redesign
Subcontract to KRA Corporation

Department of Labor / National Skill Standards Board (NSSB)
Performance Management Plan / Process Improvement
Subcontract to KRA Corporation

U.S. Agency for International Development (USAID), Global Bureau, Washington DC
Operations Manual

U.S. Agency for International Development (USAID), Office of Economic Restructuring Albania, Bulgaria, Czech Republic, Estonia, Hungary, Latvia, Macedonia, Poland, Romania, Slovakia
Strategic Framework

National Bank of Kyrgyzstan, Former Soviet Union
Credit Process Restructuring

Start-Up Software Development Company, Northern Virginia
Strategic Plan

Ashcraft Associates, Inc.
Strategic Planning & Organizational Assessment

Women’s Business Center
Web-Based Customer Surveys / Strategic Planning

Chesapeake Center for Youth Development (CCYD)
Technology & Communications Planning

Institute for Policy Studies, Washington DC
Project Evaluation

The Musical Source, Inc., Washington DC
Expansion Plan

Bond Day Spa, New York, NY
Feasibility Study / Business Plan

Dance Institute of Washington DC
Strategic Plan

Organizational Restructuring for National Bank of Serbia
Subcontract to BearingPoint, Inc.

ERG is currently advising on restructuring the National Bank of Serbia. With nearly 5,000 employees, the Bank will be right-sizing personnel, re-engineering work processes, and optimizing performance in line with international banking standards. ERG is a subcontractor to Bearingpoint on this project.

Restructuring the Central Bank of Afghanistan / US Agency for International Development
Subcontract to BearingPoint, Inc.

In partnership with BearingPoint, ERG has been providing expertise in Human Resources management to aid in restructuring the Central Bank of Afghanistan. The scope includes right-sizing the Central Bank from 3,500 employees and 89 branches to a smaller regional network operation. In addition, ERG will be developing personnel policies and procedures to modernize the bank’s personnel administration and human resources management system.

Organizational Streamlining: US Agency for International Development / Office of Food for Peace (FFP)
Organizational Streamlining

The Office of the FFP is responsible for delivery of emergency food aid to developing countries around the world. The Farm Security and Rural Investment Act of 2002 (Farm Bill) signed into law May 13, 2002, requires the FFP office of USAID to make improvements in the Office of Food for Peace management systems including greater consistency in the program review and approval process, streamlining of information collection and reporting systems, and greater flexibility for program participants.

Title II of the Agricultural Trade and Assistance Act of 1954 (P.L. 480), as amended, appropriates resources intended to combat hunger and malnutrition through support to activities that raise the level of availability, access, and utilization of food in recipient countries. Title II programs are the responsibility of the Bureau for Democracy Conflict and Humanitarian Assistance, the Office of Food for Peace (DCHA/FFP) in USAID. The Office is comprised of four divisions: Emergency Programs (FFP/EP), Non-emergency or Development Programs (FFP/DP), Programs Operations (FFP/POD) and a new Technical and Policy Division (FFP/TP). Under the guidance of the Office Director and her Deputy, DCHA/FFP manages the largest budget in USAID (over $900 million in FY 2002).

ERG, in partnership with TCR Services, Inc., has been asked to conduct a data review and systems analysis to examine the programmatic approval and overall management processes for each of the three existing divisions. From this review, ERG is expected to make recommendations for incorporation in FFP strategic planning, potential operational guidance and procedures identifying opportunities for a unified programming approach to emergency and development needs, and ways to facilitate shared services across the Bureau.

ERG is also conducted processing mapping and systems analysis of Title II processes and procedures. ERG will conduct a gap analysis to identify opportunities for improvement. In addition, ERG will review current recommendations and test their validity in the current context of Title II. Following the systems analysis and process audits for key FFP processes, ERG will develop a concrete plan, with action steps and a time-phased approach for implementation of priority recommendations as selected by FFP.

Federal Deposit Insurance Corporation (FDIC)
Work Process Redesign / Organizational Redesign
Subcontract to KRA Corporation

Issue / Challenge: to improve the work efficiency, organizational structure, and effectiveness of a division of the organization.

Approach:

• ERG identified six key work processes and conducted a diagnostic of each.
• Mapped each process, reviewed findings, and made recommendations for operational improvements in workflow, career path development, efficiency, effectiveness, responsiveness, simplification, and implications for innovations in electronic data-gathering methods.
• Formed internal redesign team across 9 organizational areas.
• Facilitated multiple work groups of up to 25 staff, to reach consensus and set common goals.
• Developed detailed work process and organizational redesign for implementation.

Result:

• Consolidated positions and work processes resulted in 16% workforce reduction, and upgrade from clerical to professional staff positions of 37%.

Department of Labor / National Skill Standards Board (NSSB)
Performance Management Plan / Process Improvement
Subcontract to KRA Corporation

Under subcontract to KRA Corporation, ERG was contracted from 1999 to 2002 to manage two major initiatives: to develop a personnel performance evaluation program, and to conduct work process improvements for the National Skill Standards Board (NSSB), an entity within the U.S. Department of Labor. ERG was solely responsible for these two initiatives.

Performance Evaluation Program:ERG was asked to help NSSB design and implement a new performance evaluation program for all NSSB Staff to improve morale, increase job retention, and encourage a high-performance workplace. ERG conducted personal interviews with 15 staff members to clarify job duties and determine "key result areas" and "performance indicators" for success. In addition, ERG facilitated meetings with NSSB Management to define organizational values. As a result, ERG completed an employee performance evaluation program for the organization in line with five-year strategic priorities. Position descriptions were updated for all Staff, including critical work functions, key activities, and organizational values. ERG also instituted the Performance Feedback Program (PFP), a quarterly 2-way feedback program between Staff and Management.

Work Process Improvement:During the interview process for the performance evaluation program, ERG noticed several internal processes that were not formally included in employee job descriptions, but which the employees were still expected to perform. This mismatch between ownership and accountability had resulted in internal personnel conflicts. This underscored the need for a detailed review and mapping of key internal work processes. As a result, ERG was asked to look beyond job descriptions and to review key work processes within the organization. The objective was to identify gaps or redundancies, with an aim to clarify, streamline, and consolidate duties. To this end, 15 processes were identified based on Staff input. ERG interviewed Staff to understand process steps, and developed detailed process maps using workflow diagramming software. ERG facilitated staff focus groups for their feedback on the initial "as is" map. Corrections were made as required. ERG identified areas for improvement based on an analysis of process maps and Staff input. A Process Owner was identified for each process. As a result, ERG developed the NSSB Staff Information Guide which included improved work process, flow charts, and Staff responsibilities.

U.S. Agency for International Development (USAID), Global Bureau, Washington DC
Operations Manual

Issue / Challenge: to prepare an Operations Manual for a new credit facility to be implemented in USAID's Operating Units overseas; to "operationalize" policy by putting concepts into practice.

Approach:

• ERG developed detailed procedures and processes for project development, design, funding, and monitoring, based on USAID policies and regulations.

Result:

• Prepared Operations Manual.
• Operations Manual was approved by the U.S. Office of Management and Budget for implementation.

U.S. Agency for International Development (USAID), Office of Economic Restructuring Albania, Bulgaria, Czech Republic, Estonia, Hungary, Latvia, Macedonia, Poland, Romania, Slovakia
Strategic Framework

Issue / Challenge: to develop a strategic approach for USAID programming to promote private sector development throughout Central/Eastern Europe and the former Soviet Union.

Approach:

• Met with business leaders, entrepreneurs, government officials, donor agencies, and other stakeholders to understand the relevant private sector development issues in Albania, Bulgaria, Czech Republic, Estonia, Hungary, Latvia, Macedonia, Poland, Romania, and Slovakia.
• Facilitated stakeholder focus groups to reach consensus on priority issues and approaches.
• Developed a Strategic Framework for small and medium-sized business development programs in ten countries in Eastern Europe and the former Soviet Union.
• Developed a set of programmatic strategies to enhance business creation and growth, including technical assistance, institution-building, legal, and policy reforms.

Result: Resulting Strategic Framework became basis for individual country strategies further developed by USAID.

National Bank of Kyrgyzstan, Former Soviet Union
Credit Process Restructuring

Issue / Challenge: to restructure the lending activities of three formerly state-owned or start-up commercial banks in Kyrgyzstan, Central Asia; to institute world class "best practices" in commercial banking for newly emerging private banking sector.

Approach:

• Conducted detailed interviews and observation to understand current credit processes, policies, and procedures.
• Formed team of local bankers to provide context for the findings.
• Produced diagnostic of credit processes, policies, and procedures, including detailed process maps.
• Designed and implemented restructuring plan.
• Developed Credit Manuals for improved lending policies, procedures, risk analysis techniques, and other best practices.

Result:

• Produced substantial reduction in non-value-added steps for loan evaluation, origination, monitoring, and repayment processes.
• The National Bank has since adopted the Credit Manuals as a model for all commercial banks in Kyrgyzstan.

Client Endorsement:

"Your efforts are paying off and having a lasting and wide reaching effect."
Kent McNeil, Project Manager, Commercial Bank
Restructuring Project, Kyrgyzstan, Central Asia

Start-Up Software Development Company, Northern Virginia
Strategic Plan

Issue / Challenge: to develop a strategic plan for a start-up software development company specializing in advanced 3D visualization technology, and high performance computing and communications.

Approach:

• Facilitated group sessions of owners and staff (separately and together) to determine key result areas and priority issues, clarify direction and reach consensus.
• Assessed project activities through interviews, observation, and market research.
• Reviewed competitor strategies.
• Reviewed financial targets against corporate capabilities and priorities.

Result:

• Resulted in re-positioning of products and competitive strategy.

Client Endorsement:

"ERG enabled us to see the real value of the planning process, and helped us create a clear direction for our company."
John Haynes, Director, Business Development

The Musical Source, Inc.
Expansion Plan.

Issue / Challenge: to examine feasibility for premises and service line expansion of this Washington D.C.-based business.

Approach:

• Examined financial feasibility of relocation to new retail space, development of national catalogue sales division, and enhanced customer service processes.
• Identified informal processes that were key to business success, but not yet acknowledged as important.
• Made recommendations for documentation of these processes into detailed action steps, including accountabilities, timeframes, and training requirements.

Result:

• Based on ERG's recommendations, the company developed a detailed Training Manual for new Staff, implemented new financial controls, and re-prioritized its business-line focus.

Client Endorsement:

"ERG was instrumental in providing focus, clarity, and definition for our business expansion."
Jack Ay, President

Women’s Business Center
Web-Based Customer Surveys / Strategic Planning

Developed, delivered, and reviewed results of two web-based surveys to gage satisfaction of former participants in WBC’s business training courses. Reviewed results with WBC management to consider adjustments in training delivery and overall strategic direction.

Facilitation of Work Groups for U.S. Internal Revenue Service
ERG is currently facilitating the Notice Clarity Advisory Group and the Notice Support Group to help them form common goals and objectives, clarify mandates, and develop action plans. (Subcontract to Kleimann Communication Group, Inc.)

Strategic / Business Plan for U Street Theatre Foundation
ERG was awarded a sole-source contract by the Deputy Mayor’s Office of Planning and Economic Development of the District of Columbia to facilitate a comprehensive strategic planning process for the historic Lincoln Theatre in Washington DC. The Theatre is owned by the District of Columbia and operated by a non-profit community organization. ERG facilitated meetings with Theatre staff, Foundation board members, District officials, and other key stakeholders; conducted a SWOT analysis and a competitive analysis; and completed a comprehensive assessment of the Theatre’s human, financial and capital resources. ERG developed data-gathering tools to survey theatre patrons, neighborhood residents, and entertainment venues, and conducted comparative analysis of other historic theatres nationally. Based on the findings, ERG worked closely with all stakeholders to develop a detailed Five-Year Strategic Plan including alternative operating scenarios and pro forma financial statements.

Chesapeake Center for Youth Development (CCYD)
Technology & Communications Planning

The Chesapeake Center for Youth Development (CCYD) offers high quality, comprehensive services to help young people in the Greater Baltimore region overcome barriers to living wholesome, productive lives. In the past few years, CCYD has grown rapidly and now has programs in multiple locations. This growth has led to inadequacies in communication among staff. As a non-profit, CCYD has also been using makeshift technology to do their work. As a result of these issues, ERG was asked by CCYD to address their needs for greater staff productivity, improved communication, and reduced staff frustration with technology and communications limitations.

From July 24, 2002 to September 30, 2002, ERG conducted a Technology and Communication assessment for CCYD. This was considered as Phase I of a three phase project. Phase I included an organizational assessment, and the presentation of detailed findings and recommendations. Phases II and III will include the development of a Technology Plan, implementation of the recommendations adopted, and evaluation of results.

ERG's approach was to begin by determining the impact of the current status of technology and communication knowledge and tools on CCYD's day-to-day operations. ERG conducted desk audits of 26 staff in 3 locations and conducted numerous personal staff interviews. Next ERG designed and implemented two web-based surveys for staff to complete anonymously: a Technology Application Survey, and a Workplace Survey. These surveys were intended to serve as baseline data for future benchmarking. Each of these data collection instruments generated candid feedback from participants on technology, communication, and general organizational issues at CCYD. ERG consultants evaluated the responses and cross-correlated the results from the surveys, desk audits, and interviews to identify the key issues affecting staff productivity and satisfaction. ERG only reported findings that could be validated from multiple sources.

As a result of the data collection, ERG made recommendations to CCYD in a Final Report. The Report included recommendations on technology, communications, and organizational actions to increase staff effectiveness with technology and overall work satisfaction. CCYD is currently implementing the recommendations provided. In the next phase, ERG is expected to re-deliver the Staff Technology and Staff Satisfaction surveys to gage improvements in Staff job satisfaction, productivity, communication, and the impact of improved technology familiarity and usage.

Human Resources Development for Tax Revenue Authority of Guyana
As part of Guyana’s Millennium Challenge Corporation’s Threshold County plan, ERG consultants developed over 300 detailed job descriptions for the Tax Revenue Authority. Activities included organizational assessment, work skills analysis, and performance management criteria. (Subcontract Nathans Associates). 2008.

Civil Service Reform in Liberia
Assisted the Civil Service Agency (CSA) with establishment of its new Senior Executive Service. Developed and implemented a participatory approach to identify positions for the Senior Executive Service (SES). Held meetings at the ministerial level in all ministries and directorate level in government agencies to explain the SES and provide guidance to identify desired positions. Coached ministry officials in identification of job functions. With Civil Service Agency representatives, reviewed and selected positions meeting the SES criteria and wrote job descriptions. Advised the CSA on the procurement process. (In partnership with Development Alternatives.)

Management & Organizational Development: USAID West Bank/Gaza Mision
In close collaboration with the Mission Director, ERG provided management and organizational strengthening to help the USAID West Bank / Gaza Mission achieve objectives of its new Strategic Plan. Provided consulting assistance to strengthen operations, staff morale, accountability, teamwork, communications, and improve policies/procedures. Conducted personal interviews and performed organizational assessment. Designed and delivered an on-line survey instrument; documented meeting and survey findings. Facilitated a 3-day off-site retreat for 120 Mission staff to identify and address key issues of concern and obstacles to success. Resulted in Continuous Improvement Task Forces, new action plans and next steps in line with the Strategic Plan and objectives.

Organizational Development for the Afghan Ministry of Commerce & Industry
On USAID sponsored project, provided project management and oversight, senior-level guidance, and technical assistance to the Ministry to overhaul the workforce of this 5,000 person organization and develop a modern human resources management function in line with new Civil Service System standards. Provided workforce development, capacity-building, organizational strategy, communication, personnel deployment, and personnel management systems. ERG's Team Leader managed a team of international experts in Economics, Law, Regulation, Communications, and Organizational Development to implement new Civil Service reforms. Activities included:

1. Coordinating Ministry strategy planning with donor advisors and Ministry executives;
2. Assisting Ministry executives in the development of personnel policies and procedures within the Civil Service Commission guidelines to improve Ministry effectiveness;
3. Advising Ministry on developing a new Human Resources management plan including job positions and staffing;
4. Developing personnel policy and methods to meet hiring goals;
5. Managing recruitment of headquarters staff, and providing staff training and deployment to increase management capacity over the long term;
6. Implementing new organizational changes to better address Ministry mission.