Peter Burgess Profile
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Peter Burgess

Skip to main content Peter Burgess Peter Burgess Founder/CEO at TrueValueMetrics developing Multi Dimension Impact Accounting Greater New York City Area Management Consulting Current Founder CEO at TrueValueMetrics Founder CEO at Tr-Ac-Net Inc. (Transparency and Accountability Network) Past Founder CEO at Community Analytics (CA) Member at Integrated Malaria Management Consortium (IMMC) New York Correspondent at Microfinance Focus see all Education Cambridge University Sidney Sussex College, Cambridge Institute of Chartered Accountants of England and Wales see all Recommendations 3 people have recommended Peter Connections 500+ connections Websites Company Website Blog Company Website Peter Burgess' Summary In brief: Read engineering and economics at Cambridge University. Trained as a Chartered Accountant with Cooper Brothers (which became Coopers and Lybrand and then PriceWaterhouseCoopers. Have had about 20 years of professional work and corporate management experience doing everything needed to improve profit performance. This included designing and deploying management information systems, budget systems, requirements planning, costing systems, etc. Was a successful VP Manufacturing, a successful international project manager and CFO. Have been a consultant World Bank, the IFC, many UN agencies and international relief and development agencies. Building on experience, I have been developing Multi Dimension Impact Accounting (MDIA) so that the critical changes needed for a more sustainable society and global economy may be managed in a more effective way. I am appalled at the lack of accounting and accountability in the modern economy, and the singular focus on metrics for socio-economic performance that were discredited decades ago. MDIA addresses the need for rigorous metrics to complement conventional money profit accounting used in business so that impact on people and planet is accounted for just as rigorously. As MDIA matures, there will be quantified metrics for everything that really matters. MDIA is a collaboration. Compliments are welcome ... but there will likely be more value from feedback that incorporates constructive criticism! The 'slideshare' materials are 'work-in-progress' and are being revised and improved periodically. Other materials are accessible on the website http://truevaluemetrics.org Peter Burgess' Experience Founder CEO TrueValueMetrics September 2008 – Present (5 years 9 months) New York City NY and Bushkill PA 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/DBadmin/DBtxt001.php?vv1=txt20080001 Founder CEO Tr-Ac-Net Inc. (Transparency and Accountability Network) 1997 – Present (17 years) 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 Community Analytics (CA) September 2008 – September 2011 (3 years 1 month) 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 Integrated Malaria Management Consortium (IMMC) January 2006 – August 2010 (4 years 8 months) 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 Microfinance Focus Nonprofit; 1-10 employees; Media Production industry 2008 – 2009 (1 year) 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 Burgess Management Associates July 1978 – 1997 (19 years) New York City NY 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 CSF ...Continental Seafoods Inc (subsidiary of Ward Foods Inc.) March 1974 – September 1978 (4 years 7 months) Secaucus, New Jersey and 26 locations around the world 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 Southern States Inc (Subsidiary of Gulton Industries) August 1972 – April 1974 (1 year 9 months) Hampton, Georgia 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 Gulton Industries January 1970 – February 1972 (2 years 2 months) Metuchen NJ 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 Aerosol Techniques Inc. February 1967 – August 1969 (2 years 7 months) Milford, Connecticut 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 H. A. Simons International Ltd. March 1966 – January 1967 (11 months) Vancouver, BC Canada 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 Cooper Brothers (Chartered Accountants) August 1962 – January 1966 (3 years 6 months) London, United Kingdom 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. Graduate Management Trainee Davy Ashmore Group August 1961 – August 1962 (1 year 1 month) Sheffield, United Kingdom 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. Peter Burgess' Publications Revolutionary Change for Relief and Development Tr-Ac-Net ... Transparency and Accountability NetworkOctober 19, 2006 Authors: Peter Burgess This book describes many of the key issues that need to be addressed to have meaningful progress in developing countries. It is 335 pages long and available at Lulu.com (search for Peter Burgess). Hundreds of Issues that Impact Relief and Development Performance Tr-Ac-Net ... Transparency and Accountability NetworkAugust 22, 2006 Authors: Peter Burgess This booklet was prepared in response to the 'single silver bullet' paradigm for development initiatives that almost always fail. Rather, this booklet identifies hundreds of issues that need to be addressed in parallel in order to have a chance at success. IRAQ, A New Direction ... A Strategy for Peace ... a Methodology for Rapid Socio-Economic Progress Tr-Ac-Net ... Transparency and Accountability NetworkDecember 5, 2006 Authors: Peter Burgess This book was written in the aftermath of the expansion of the US led war on terror into an occupation of Iraq and what was become increasingly seen as a disastrous performance in establishing order and rebuilding the socio-economic fabric of society. The book reflects some of my previous experience and lessons learned working in post-war post-disaster rebuilding in various parts of the world. Peter Burgess' Projects Development Planning for Namibia March 1990 to 1991 Team Members: Peter Burgess Namibia gained its independence on March 20, 1990. The next day I started work on the first development plan for the newly independent nation working for UNDP and the National Planning Commission. I was part of a three person team comprising, Pekka Korpinen, Amadou Sarr and myself. We assisted in the development of a plan to support a request to the international community for development assistance, and in May 1990 a UN pledging conference in New York obtained pledges amounting to $700 million ... exceeding all expectations. Subsequently I was called in by the National Planning Commission and UNDP to assist with aid coordination and the mobilization of the pledges. It proved a challenge to align the needs of Namibia with the wants of the various donors ... but considerable progress was made ... and lessons learned, by me if not the donors! less Integrated planning for refugee affected areas in Malawi 1987 to 1988 Team Members: Peter Burgess, DeeDee Angagow of UNDP, Tim Foster of UNHCR I was team leader for UNDP in this multi-agency planning exercise for the refugee affected areas of Malawi. During the 1980s a long lasting civil war in Mozambique resulted in several million internally displaced people (IDPs) in Mozambique and large scale refugee flows into Malawi and Zambia. When the work was launched there were about 300,000 Mozambican refugees already in Malawi, and six months later the total had increased to around 1.1 million. This required substantial mobilization of resources for Malawi and for the UN system, especially UNHCR. The planning work our team did was the basis for fund raising and effective use of funds. I was fortunate to be working with a very competent group of experts from different agencies, and also local counterparts who kept senior level government officials appraised of the work so that government's formal approval of the work was given within hours of the work being 'finalized'. This proved problematic, because the UN system could not do the same from its side! About a year later the World Bank became concerned that the resources being deployed in refugee affected areas of Malawi would have macro-economic side effects that would be damaging to the national economy. I participated in this World Bank analysis, and learned from this something of the massive disconnect between monetary analysis and the economics of real people, and how this was contributing to policy dysfunction and failed development. less Kuwait Institute for Scientific Research (KISR) 1983 to 1986 Team Members: Peter Burgess, C.P.Mathews, N.Shulaib I participated in a team of the Mariculture and Fisheries Department of the Kuwait Institute of Scientific Research undertaking a multi-year study of the Economic Effects of Effort Limitation in Kuwait's Fisheries. My corporate fisheries experience was used to clarify the impact of investment on the fishery, and to demonstrate that in the fisheries sector, more is not always better. Sudan - Planning for relief and development in refugee affected areas ... UNDP and UNHCR 1982 to 1983 Team Members: Peter Burgess Based in Juba, my work for UNDP was to assess needs for relief and development assistance associated with Ugandan refugees in the Equatorial Region of South Sudan. The problems were compounded by the closing of the borders and no practical land routes in or out of the area. My experience with UNHCR was very positive, and I consider them to be one of the best of the UN specialized agencies. Myanmar (Burma) Fisheries Sector Development Planning June 1981 to December 1981 Team Members: Peter Burgess Worked with a World Bank project appraisal team on a Fisheries Sector Development Project in the Irrawaddy Delta. My work on the analysis of the People's Pearl and Fisheries Corporation (PPFC), the parastatal enterprise responsible for the government fishing sector showed that there was massive over-investment in the fisheries sector funded irresponsibly by many international donors. As a result the World Bank did not proceed with its planned project ... mitigating to some modest amount the problems being faced by the sector. less India ... Multi-State Cashew Development Project July 1978 to December 1978 Team Members: Peter Burgess My first consultancy assignment for the World Bank was to do financial analysis on an appraisal mission of a Multi-State Cashew Development Project in India. I already knew something about India as a supplier of shrimp for my previous company Continental Seafoods. I was impressed by the competence of the Indian Administrative Service (IAS) who coordinated our work, and the potential of the work of the World Bank to make a significant difference in development progress. I also learned that rational analysis can also be trumped by local behavior that I do not understand. The project was subsequently implemented successfully. less Nigeria ... Nigerian National Shrimp Company 1974 to 1979 Team Members: Peter Burgess, Bruce Sidwell, Colin Foster, Stuart Soloman Continental Seafoods Inc (CSF) entered into an agreement with the Federal Military Government (FMG) of Nigeria to build and operate a shrimp processing plant, fish port, and fleet of vessels in Mid West State, Nigeria. Soon after I became CFO of CSF, it became clear that this project was not progressing well, and I had to take on the role of acting project manager pending recruitment of a new project manager. There were hundreds of 'lessons learned' and the project was completed successfully, though there was the Gowan coup in 1975 and subsequently the assassination of Murtala Muhammed and massive changes in the economy of Nigeria from the conceptualization of the project to its operational launch. Sometime after I left the company, the NNSC was effectively nationalized by the government. I had fortunately arranged for OPIC insurance against political risk! less Post conflict rebuilding ... Afghanistan September 1992 to Present Team Members: Peter Burgess I worked with a United Nations team headed up by Winston Prattley that was charged with drafting a post conflict reconstruction strategy for Afghanistan after the withdrawal of the Soviet occupation forces. A multi-sector development plan was prepared which was submitted to the international community by the UN. The result of this was absolutely zero interest and no funding was forthcoming from anywhere ... Washington, Brussels, London, Paris etc. Worse, organizations like USAID were withdrawing from the region abandoning their ongoing projects. There is a lesson in this. The subsequent story of the Taliban, Al Qaeda, et al in Afghanistan has cost trillions of dollars. There is a lesson here, but I sense that nobody is paying attention. less IFAD Artisanal Fisheries Development in the Niger Delta, Nigeria August 1992 to December 1992 Team Members: Peter Burgess, Menachan Ben-Yami This IFAD assignment was to appraise a proposed multi-state artisanal fisheries project in the Niger Delta of Nigeria. Menachan Ben-Yami was the senior expert on the team. I was the titular head of mission. Our team reviewed the proposed project and in accordance with our terms of reference made significant revisions to how the project should be organized and implemented. There were many lessons learned. One of these was learning about the appalling behavior of the major oil companies in the region with respect to pollution and disregard for the indigenous peoples in almost every possible way. less Peter Burgess' Languages English (Native or bilingual proficiency) French (Professional working proficiency) Peter Burgess' Skills & Expertise 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 View All (43) Skills Peter Burgess' Education Cambridge University BA 1961 MA 1966, Engineering and Economics 1958 – 1961 I was able to do the 'fast course' of the Mechanical Engineering Tripos in two years followed by Part I and Part II of the Economics Tripos in one year. This has proved to be a fantastic basis for my subsequent experience in various sectors and functions of the global economy ... and sets the stage for system thinking about what should be done about the 21st century funk of the global economy! Activities and Societies: Active in wide range of sports and cultural events. Sidney Sussex is a small college, but was very active socially. Sidney Sussex College, Cambridge BA / MA, Mechanical Sciences and Economics 1958 – 1961 Activities and Societies: Rugby, Cricket, multiple college clubs Institute of Chartered Accountants of England and Wales Associate Member of the Institute of Chartered Accountants, Accountancy 1962 – 1965 Articled to B. A. Maynard, Partner at Cooper Brothers and Principal in the Coopers and Lybrand UK consultancy practice. I engaged in all the training requirements of Chartered Accountancy Articles, but, because of my engineering background and some company experience was given assignments of a complex nature involving inventory and some unusual technical situations that required specialized accounting treatment, such as a blast furnace 'going out' and becoming inoperable as a post balance sheet event! University of Cambridge BA 1961 ... MA 1966, Engineering / Economics 1958 – 1961 Engineering introduced me to practical possibilities. Economics introduced me to a world view of society ... and gave me an opening to professional accountancy and corporate management. Subsequently these experiences gave me the opportunity to work on global issues of development, reconstruction, environment and poverty alleviation Activities and Societies: College Rugby, College Cricket, Fives, Squash, Peophilans, Canada Club, Confraternitas Historica. Blundell's School 'O' levels and 'A'/'S' level exams, Maths, Physics and Chemistry 1953 – 1958 Activities and Societies: Blundell's had a strong academic tradition as well as being one of the top public schools in rugby, cricket, shooting and sports generally. I was part of a very winning rugby team, and also played for the English Public Schoolboys international rugby team against Scotland. Peter Burgess' Additional Information Websites: Company Website Blog Company Website Interests: Radical reform of business and economic metrics, transparency, accountability, workplace safety, quality of life, metrics about socio-economic progress and performance, relief and development practice, microcredit performance, progress out of poverty performance, ICT4D, community centric development, health performance, malaria performance Groups and Associations: Community Impact Accountancy, Community Analytics, Integrated Malaria Management Consortium, Center for Conflict Dialog in New York, Tr-Ac-Net, (Transparency and Accountability Network) Collaboration Cafe. 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Everything that matters must be quantified, and we should be using the technologies of the 21st century. My email is peterbnyc(at)gmail.com. My skype is peterburgessnyc. My website is www.truevaluemetrics,org Customize Your Public Profile Control how you appear when people search for you on Google, Yahoo!, Bing, etc. Profile Content Make my public profile visible to no one Make my public profile visible to everyone Basics Name, industry, location, number of recommendations Picture Headline Summary Current Positions Show details Past Positions Show details Publications Projects Languages Skills Education Show details Additional Information Websites Interests Groups Interested In... 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