Michael A. Krafft, Founder and Chairman of The Global Center for Economic Enabling Environments (GCEEE) Announced Today Expanded Core Service Offerings

San Francisco, CA, January 31, 2010 --(PR.com)-- Global Center for Economic Enabling Environments (GCEEE)’s mission is to provide a platform and create insight so policy makers and small and middle enterprises ("SMEs") can better define, assess, and improve their effectiveness and impact in attracting Foreign Direct Investment (“FDI”) by creating an enabling environment where investments can flourish.

“The four new expanded core service offerings include: A) Public Service Strategic Planning, B) Public Sector Communications & Public Outreach, C) Public Sector Organizational Assessment and Change Management Implementation Services, and D) Nonprofit Capacity Building Services are devoted to creating engines of economic growth in emerging markets” stated Mr. Krafft.

GCEEE promotes economic development that is grounded in the belief that private sector expansion is the only force for sustainable economic growth. While this model is avoided by most donors it has been tested and proven over the more than 80 years of combined experience they have advising firms, industries and governments in developing countries. The Expanded Core Service Offerings are as follows:

A. Public Sector Strategic Planning

Development of strategic or business plan recommendations and other organizational or programmatic initiative processes for public sector clients.

• Project plan with target outcomes and timelines
• Summary of process for collecting data and input on preliminary goals, priorities, objectives, strategies, strengths, weaknesses, threats, opportunities, and legislative mandates
• Summary of the department’s, board’s or commission’s stakeholders, internal/external communication processes, and decision-making processes
• Department, board or commission retreat plan, agenda, and materials
• Stakeholder survey design, collection and analysis of results
• Facilitate workgroup exercises to develop consensus
• Report on findings from internal and external interviews, surveys, and focus groups
• Benchmarking and best/comparative practice results from comparable departments, boards or commissions in other cities or counties
• Plan for presentation of strategic plan, review and comment processes and adoption and approval
• Business plan workbook/ template
• Facilitation of workgroup or stakeholder focus group meetings
• Summary of methods of implementing proposed recommendations, ways to measure progress and provide updates including specifying persons responsible, timeframes, and measurable objectives
• PowerPoint and verbal presentations to governing or policymaking bodies

B. Public Sector Communications & Public Outreach

Communications strategies, systems and technologies to solicit, gather and present information to support creation, implementation, and/or evaluation of strategic or business plan recommendations and other organizational or programmatic initiatives for public sector clients.

• Assessment of current organizational communications and messages
• Strategic message development
• Media outreach plan
• Stakeholder outreach (including underrepresented stakeholders) plan
• Organizational “in-reach” plan
• Translation & interpretation service needs plan and provision
• Presentation of strategic plan, review and comment processes and adoption and approval processes plan
• Best/comparative practice research on public participation and communications in change management initiatives
• Two-way communications tools including website development using interactive format or online survey or feedback technologies

C. Public Sector Organizational Assessment and Change Management Implementation Services

Assessment, planning and other assistance to public sector clients to support the implementation of organizational change and/or strategic or business plan recommendations.

• Organizational or programmatic “current state” assessment, gap analysis, and risk identification
• Organizational culture assessment, evaluation, and change process design
• Educational program development to support implementation of organizational change, including training program and materials
• Operational performance measurement data collection and analysis
• Best/comparative practice research on implementing change management initiatives within government departments, health care centers, boards and/or commissions
• Operational, cultural and structural change recommendations
• Workforce planning and change management
• Monitoring and evaluation of strategic plan programs and recommendations
• Financial analysis of operations and staffing linked to mandates, policies, and mission, vision and values to rationalize requests for budget changes
• Integration of technology to support and report on progress of service delivery improvements or changes

D. Nonprofit Capacity Building Services

Training, coaching, and consulting services to improve the performance of nonprofit organizations resulting in improved performance on contracts and grants.

a. Nonprofit Financial Management

• Development of cost allocation plans and functional budgets
• Development and application of fiscal policies and procedures
• Financial record keeping
• Accurate and on-time invoicing
• Integration of appropriate technology, upgrades and/or training to support budgeting and financial reporting

b. Nonprofit Organizational Development

• Board governance and oversight
• Executive Director leadership and effectiveness
• Strategic/ long-term planning for organizational and performance stability
• Human resources infrastructure, including staff development, assignment and supervision
• Administrative infrastructure, including data systems and record keeping
• Programmatic excellence, such as incorporation of best practices, on-going quality improvement, and monitoring and evaluation

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