Burgess COMMENTARY

Peter Burgess

Senior Manager, Monitoring and Evaluation Location: New York, NY Department: Knowledge & Impact Type: Full Time Min. Experience: Experienced ABOUT 100 RESILIENT CITIES 100 Resilient Cities – Pioneered by The Rockefeller Foundation (100RC) is a new organization dedicated to helping cities to be better prepared for and quickly rebound from 21st century shocks and stresses. Over the next few years, 100 Resilient Cities will select and work with 100 member cities from around the globe for whom it plans to provide four kinds of value, to start: 1) Financial and other support for putting in place a new city resilience leader, a Chief Resilience Officer; 2) Support for development of a robust resilience strategy; 3) Management of a peer-to-peer network of member cities who can learn from and help each other; and 4) Connecting member cities to solutions, service providers, and other partners who can help them to implement their resilience strategies. 100RC seeks to increase awareness of the importance of resilience thinking, to catalyze a new community of urban resilience practitioners and spur the growth of a robust ecosystem of resilience-focused solutions and solution providers. ABOUT THE ROLE The Senior Manager will play a critical role in developing a new unit at 100RC focused on synthesizing the organization’s learnings, assessing our impact, and strategically communicating that knowledge both internally to improve transparency and influence better program design and delivery, as well as externally to educate and influence our partners. S/he will be part of a small, new team led by the Vice President for Knowledge & Impact, and will be responsible for coordinating and collaborating with team members across the organization. This is an excellent opportunity for a policy-minded researcher, with comfort in both quantitative and qualitative research methods and experience managing monitoring and evaluation efforts for large scale initiatives. The role is an opportunity to lead and innovate on how the organization monitors and evaluates our outcomes, and to advance global thinking on how to measure the long term impact of resilience planning. The role will help shape a major, high-profile, worldwide initiative, using strategic analysis, research and evaluation to help build a global movement on urban resilience. Responsibilities include but are not limited to: Manage coordination between our long term Monitoring and Evaluation partner and all teams across the organization to ensure the M&E process is carried out effectively and transparently, and managed for maximum leverage of insights to support organizational learning. Foster, develop and manage partnerships with academic organizations who bring additional resources and expertise in evaluating 100RC’s impacts. Partner on specific evaluation research efforts as need be. Help develop and implement organizational data gathering processes to capture data across the organization. Manage development and production of quarterly scorecards to track organizational KPIs, including working with cross-disciplinary teams to ensure timely and accurate gather of data. Develop systems for tracking anecdotes and qualitative insights of 100RC’s impact and success toward achieving our theory of change. Serve as 100RC lead on efforts to advance measurement of resilience value and resilience impact. Liaise with The Rockefeller Foundation and global community of practice on resilience metrics, bringing innovations and insights to 100RC teams and supporting the development of new initiatives as appropriate. Contribute to Knowledge and Impact’s new learning products as they are developed including writing reports, blogs, memos, etc. Stay abreast of research and innovations on urban resilience challenges by key academic organizations and think tanks. Develop summaries of relevant work and opportunities for new partnerships as need be. Serve as K&I’s primary point of contact for 100RC’s City Solutions team, including attending meetings and trainings as need be. Help drive behavior change across the organization to ensure all teams and team members have appropriate mechanisms and incentives to better capture and share knowledge and insights from their work. Manage vendors and K&I-related contracts with external service providers as needed. Additional tasks as the unit grows. ​Ideal education, experience, and competencies: Minimum of a BA/BS; Masters in relevant field preferred Ability to work independently, drive progress, share vision, promote innovation, and thrive under ambiguous and dynamic conditions with collegiality and flexibility A minimum of 6 years of experience in research, monitoring and evaluation, and/or data analysis, preferably with some experience in a non-profit or mission-driven organization Highly organized and experienced in leading multiple projects forward, with attention to detail and command of project specifications Experience tracking KPIs and managing data collection of management and outcome indicators Comfort with quantitative research methods and experience partnering with academic researchers. In particular, previous experience with cost benefit analysis, economic valuation of resilience planning, and/or measuring systems change. Commitment to and experience with urban resilience issues such as climate change adaptation, disaster mitigation, social cohesion and integration, infrastructure and public works, or community development Outstanding written and oral communications skills for multiple audiences Commitment to and enthusiasm for the organization’s mission and business model Excellent interpersonal skills, strong emotional intelligence, and ability to communicate and collaborate effectively with diverse colleagues Must be authorized to work in the U.S. ​100 Resilient Cities is an Equal Opportunity Employer 100 Resilient Cities is committed to the principles of equal employment opportunity and to compliance with all federal, state, and local laws concerning employment discrimination, including the Americans with Disabilities Act. To this end, 100 Resilient Cities ensures equal opportunity to all employees and applicants regardless of race, color, age, gender, sexual orientation, religion, marital status, national origin or ancestry, citizenship, lawful alien status, physical, mental, and medical disability, veteran status or liability for service in the United States Armed Forces.

Peter Burgess Founder/CEO at TrueValueMetrics developing Multi Dimension Impact Accounting peterbnyc@gmail.com

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Experience ---------------------------------------

Founder CEO at TrueValueMetrics 9/2008 to Present

TrueValueMetrics is an initiative to add value dimensions to the ubiquitous money profit accounting used in almost every business organization, and in a modified form in government entities and non-governmental organizations.

What has emerged is a system we are calling 'Multi Dimension Impact Accounting (MDIA). The aim is for the reporting of impact on people and planet to be as rigorous as the reporting of money profit. This has attributes in common with initiatives like 'triple bottom line reporting'. MDIA uses many of the concepts that make accounting such an efficient and powerful management tool, and now applies these to the optimization of all these elements rather than just the profit element.

Some information about MDIA may be accessed via this URL: http://www.truevaluemetrics.org/ -----

Founder CEO at Tr-Ac-Net Inc. (Transparency and Accountability Network) 1997 to Present

Tr-Ac-Net was developed in order to focus on transparency and accountability in the public sector and in international development. Over time it became more and more apparent that while there was more discussion of these issues, there was still very little practical work being done to improve accounting and in consequence accountability remained compromised. Preliminary work was done to help with reform of systems of performance measurement in socio-economic development and community impact. Tr-Ac-Net has developed a network of people concerned with the lack of transparency and accountability and the abuse of economic and political power. -----

Founder CEO at Community Analytics (CA) 9/2008 to 9/2011

Community Analytics (CA) was an initiative to provide a system of independent metrics about socio-economic progress and performance. CA had a community perspective rather than the more usual organization, project or activity focus. CA embraced not only money costs, revenues and profits, but also value consumption, value creation and value change. Progress is a metric based on the change from time to time in the state of the community. Though value is subjective and difficult to quantify, it is important. CA used a system of standard values to serve as a simple way to quantify value. CA used comparison with standard costs to measure cost efficiency. CA had both spatial and temporal elements. CA also used value chain analysis to show where profits arise and how profits are associated with value change. CA uses the mobile phone and text messages for data acquisition and a web accessible database for reporting

The CA initiative was relaunched as TrueValueMetrics because the 'Community Analytics' name was already being used for metrics in connection with Internet communities. -----

Member at Integrated Malaria Management Consortium (IMMC) 1/2006 to 8/2010

The Integrated Malaria Management Consortium (IMMC) was a group committed to a methodology for malaria control based on science that results in the most cost effective sustainable outcomes. While funding for worldwide malaria control increased from around $100 million a year around 2002 to more than $2 billion in 2008, the published metrics suggest that there was a huge amount of activity but rather little sustainable progress. The metrics associated with IMMC are a subset of the data developed for the TrueValueMetrics (TVM) initiatiive. Unlike the highly publicized initiatives like Malaria No More and similar, IMM aims to control malaria infected mosquitoes so that the transmission can be permanently disrupted with the minimum use of drugs and insecticides that are becoming less and less effective over time. -----

New York Correspondent at Microfinance Focus 2008 to 2009

Followed the microfinance scene from the New York perspective and reported. I had been an adviser to a variety of microfinance initiatives in Africa and South Asia over a period of many years, and this background enabled me to add value to the dialog in New York where people were becoming engaged in the support for microfinance. This was at the time when the social mission of microfinance was being challenged by the advocates for financially oriented microfinance. ----- Founder/CEO at Burgess Management Associates 7/1978 to 1997

I worked through Burgess Management Associates (BMA) as an independent consultant doing a range of assignments for institutions like the World Bank and IFC, the United Nations and its specialized agencies as well as for a range of private clients.

I brought several strengths to this work. These included a well developed world view based on some of my prior academic and corporate experience, an understanding of technology, economics and accountancy viewed from inside corporate management, and a profound respect for the value and power of good accountancy for financial control, performance measurement and best possible decision making.

A big lesson learned has been that too many people with important responsibilities do not share my perspective on accountancy and accountability.

Slowly I have been able to use much of my experience with BMA to build the foundation for a system of value accountancy currently called TrueValueMetrics that aims to quantify impact on people, place and planet as rigorously as accountants quantify profit. This can be done, and from my perspective, is the one thing that will help to get some traction for the changes that are needed and really matter.

In the past 30 plus years, we have done assignments in more than 50 countries. The work has included post conflict national planning, planning for refugee and IDP affected areas , planning in post disaster situations, and planning for reform of government financial management systems. In the private sector, work has included strategic planning, financial analysis, assistance with international financing and assistance with development of management information systems. -----

VP and Chief Financial Officer at CSF ...Continental Seafoods Inc (subsidiary of Ward Foods Inc.) 3/1974 to 9/1978

I was recruited as the Chief Financial Officer (CFO) One of my responsibilities was to reorganize the accounting and financial reporting for a company with operations in 26 jurisdictions around the world. My work evolved into a role for the development of strategic plans for profit improvement and deployment of the company's resources. CSF was one of the world's leading seafood companies serving the main markets (Japan, Europe and North America) from our own trawler operations and other suppliers around the world including India, the Middles East, several countries in Africa and Latin America. As CFO took the lead in international financing of joint ventures and fishing vessels ... also insurance and risk management. -----

VP Controller / VP Manufacturing at Southern States Inc (Subsidiary of Gulton Industries) 8/1972 to 4/1974

Took over as VP and Controller as part of major profit improvement initiative ... which led to a top-to-bottom reorganization with the President and most VPs removed. One remaining VP took over marketing and engineering while I was given responsibility for manufacturing and the accounting / administration function. The factory soon achieved record levels of production taking advantage of the vast pool of experience of the lower level supervision and work-force. Many changes were made in the manufacturing process, almost all small and very good for profit improvement. Some big changes were made in the operation of the foundry, again taking advantage of local staff knowledge and better casting design to suit production capabilities. -----

Budget Manager at Gulton Industries 1/1970 to 2/1972

In the 1960s, Gulton was a high profile technology company pioneering development of microceramic components, precursor of integrated circuits. I was recruited as budget manager to focus on reorganization and profit improvement after some badly conceived expansion and acquisitions. This work with budget control took place in an organization with about 36 separate manufacturing subsidiaries. As this reorganization progressed, I was appointed acting Controller of one of the subsidiaries. -----

Assistant Treasurer at Aerosol Techniques Inc. 2/1967 to 8/1969

I was part of a team charged with modernizing the management processes of the company. This started with a rebuild of the company's budgeting, together with the related accounting and internal financial reporting. Part of the success of this work was the integration of factory methods reform into the way the company operated, and generated its profits. I also had responsibility for competing the installation and operation of a new IBM mainframe computer (an IBM1401). This was done in collaboration with the Harvard based firm, Management Analysis Center (MAC), and the work was written up as a Harvard Business School case about computer installation strategy. From time to time I did analysis of potential acquisitions, mainly to help diversify the company away from its main business of aerosol based products. I was subsequently appointed as Vice President and Controller for one of these acquisitions. -----

System Development and Field Accountant at H. A. Simons International Ltd. 3/1966 to 1/1967

H. A. Simons was a leading international firm of consultants to the pulp and paper industry based in Vancouver and providing consulting and project management services worldwide. I worked on the computerization of project planning and oversight using an IBM mainframe, and also did field accounting for major new construction and expansion projects in Texas where Brown and Root were the primary contractors. -----

Articled Clerk at Cooper Brothers (Chartered Accountants) 8/1962 to 1/1966

I joined Coopers as an articled clerk ... articled to Brian Maynard, Principal of the Management Consulting Practice. Cooper Brothers integrated with Lybrand Ross Bros. and Montgomery of the United States to form the international firm of Coopers and Lybrand, which went on to become one of the major firms in global accounting, and in recent years integrated into the firm of PriceWaterhouseCoopers.

With Cooper Brothers I participated in one of the very first audits of a commercial computer doing corporate accounting ... at EMI Records, a subsidiary of EMI, and audits of many different business entities from iron steel plants, to car manufacturing, tobacco manufacturing, insurance agencies, banks, stockbrokers and food wholesalers. The training was incredibly valuable.
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Graduate Management Trainee at Davy Ashmore Group 8/1961 to 8/1962

After graduation and before joining the company I visited almost every major iron and steel plant in North America. Davy Ashmore made all the heavy equipment needed for an integrated iron and steel mill from blast furnace to the rolling mills. As a graduate management trainee, I rotated through all the departments including working on the shop floor (at the time one of the best heavy engineering workshops in Europe) and working on project installations at steel mills. The company was making equipment for new steel mills all over the world from Australia and India to Finland, Sweden and Mexico. My main takeaway from this training was that the cost accounting and the business decisions were not adequately connected with what was happening in the evolving technology and in the factory.
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--------------------------------------- Education --------------------------------------- Cambridge University BA 1961 MA 1966 1958 to 1961 ----- Sidney Sussex College, Cambridge BA / MA 1958 to 1961 ----- Institute of Chartered Accountants of England and Wales Associate Member of the Institute of Chartered Accountants 1962 to 1965 ----- University of Cambridge BA 1961 ... MA 1966 1958 to 1961 ----- Blundell's School 'O' levels and 'A'/'S' level exams 1953 to 1958 -----

--------------------------------------- Skills --------------------------------------- Value Accountancy, Strategic Planning, Accountability, Community Development, International Development, Strategic Communications, Non-profits, NGOs, Research, Management, Public Speaking, Finance, Sustainability, Strategy, Nonprofits, Analysis, Entrepreneurship, Management Consulting, Social Entrepreneurship, Start-ups, Consulting, Business Planning, Microfinance, Project Management, Project Planning, Budgets, Business Strategy, Africa, Financial Analysis, Corporate Finance, Business Development, Venture Capital, Strategic Consulting, Executive Management, Social Enterprise, Strategic Partnerships, Corporate Social Responsibility, International Relations, Emerging Markets, Sustainable Development, Human Capital, Wildlife Conservation, Environmental Awareness, Financial Reporting, Financial Accounting, Non-Governmental Organizations (NGOs)

It is more than 50 years since I graduated from Cambridge after reading engineering and economics. Subsequently I became a Chartered Accountant and came to the USA. I spent the first half of my career in corporate management helping companies improve their profit performance and then working as an independent consultant mainly international through the World Bank, the UN and others in all phases of socio-economic development. I have been concerned for a long time that while the metrics for profit management are very powerful, the management metrics for everything else ... socio and enviro performance especially ... are extremely weak. I am therefore working to develop a system of management accounting that is as rigorous for people and planet as there is for profit performance. Many years ago I recognized that PLACE was more important as a reporting entity for socio-enviro-economic performance than anything else ... even though the UN, World Bank and others tend to think in terms of sectors and projects. Though I am too old to take on this assignment full time, I would like to help to push the monitoring of performance in an effective direction. My work with True Value Accounting is very relevant in this context. Peter Burgess

Engineering, economics (Cambridge) accountancy (UK. PwC) and experience from more than 50 countries using numbers for management and, accountability.

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