In addition to strategic UK and international Defence Market Consultancy, NATO Consultancy support and advice, strategic guidance and training to Charity NGOs for expansion and long term sustainability is provided.
Based on successful, practical and ongoing experience and in response to international industry requirements, a constantly updated, custom designed course 'Doing Business with NATO-Understanding the System' has been delivered for several years.
The course was developed by Colonel John H Roberts British Army (retd). It benefits from his experience working within NATO in the NATO C3 Agency; from outside: as UK representative to a NATO Project Group; in developing and winning business opportunities from NATO as a Sales and Marketing manager and from ongoing consultancy support to UK companies.
'Doing Business with NATO' has been delivered through the Armed Forces Communications and Electronics Association (AFCEA) as two day courses to executive level international business delegates in UK, Belgium, Portugal and Czech Republic. Also, one-day, board and executive level workshops and briefings have been individually designed and successfully presented in Bulgaria and in UK to the Herefordshire and Worcestershire Chamber of Commerce.
Since 2008, individually designed courses have been presented at Board and senior executive levels in Sweden and the UK for SME and international companies.
The course has obtained many individual accolades for its up to date content, relevance to technical and commercial staff and the considerable added value that John Roberts's experience and insights provide.
Most recently, he has worked with UK businesses at Board level to define strategies to achieve successful UK Defence and NATO sector market entry. Client SMEs have successfully accessed UKTI and Business Link funds to support this work.
In addition, best practice strategic management consultancy to registered charity NGOs for long term sustainability is supplied:
For three months in 2005, two months in 2006 and again in 2008 and 2010 the Consultancy practice was assigned by beso (a UK charity funded by UK Government Department for Trade and Industry, Department for International Development and major corporates which has since been absorbed by VSO) and a successor organisation British Consultancy Charitable Trust www.bcct.co.uk, to provide a management advisory assignment in Nepal and comprehensive strategic management analysis, consultancy advice and support to effect restructuring of two different Indian NGO charities:
In 2010, advice to the Board of the Nepal Fair Trade Group www.fairtradegroupnepal.org following introduction of the Sustainable Fair Trade Management System (SFTMS) by the World Fair Trade Organisation (WFTO), on recruiting, training, staff development, sales and marketing, processes and management structure to enable the effective introduction and continued implementation of the SFTMS to the benefit of the Group's constituent organisations and their producers.
In 2008, the Spinal Injury Rehabilitation Centre, Nepal www.sirc.org.np , inaugurated in 2002 by the late Sir Edmund Hillary and under the leadership of Kanak Mani Dixit and the Spinal Injury Sangha Nepal, has provided quality care and training to the spinally injured, so patients become, as far as possible, physically, mentally, socially and economically independent. The assignment supported the Sangha to fully understand all the implications and necessary measures to enable the Centre to successfully achieve growth of facilities and services from a 31 bed centre to a purpose built 68 patient rehabilitation centre over the next three years.
In 2006, for The Institute for Rural Health Studies www.ruralhealthindia.org a medical charity in working in the city and nearby poor villages of Hyderabad, India; and in 2005, for The Deep Griha Society www.deepgriha.org a social development charity NGO operating in the slums and surrounding country districts of Pune, India:
Following organisational and operational analysis, the following were designed, delivered and implementation initiated:
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Project plans for restructuring;
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Reformed and restructured Boards;
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Board responsibilities and standing procedures - 'manuals';
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New operational, team based, organisation structures, tasked for growth and initiation of new projects;
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HR systems including performance assessment and reward schemes with appropriate documentation;
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Programme and project initiation, planning, approval, management, reporting and closure mechanisms and documentation;
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Guidance on establishment of norms for core services towards development of a Quality system for ISO 9001 accreditation
For each of IRHS and Deep Griha, recruitment, interview and selection of new Board Members was supported and the NGOs' full Boards briefed on findings, conclusions and recommendations for agreement.
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