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Data Analytics

The acquisition, analysis and use and dissemination are essential elements to ensure that the analysis and recommendations that we provide are sound and consistent with the reality on the ground. A lack of reliable information is one of the key limitations in providing effective development advice. At Consilium Group Advisor we take this lesson very seriously and are committed to provide evidence to back our recommendations.

To do so, we have developed a dedicated team, within our Social and Economic Development practice whose role is to search, evaluate and process available data source from multiple sources in order to significantly strengthen our analysis. We use analytics to assist in all facets of our work, we assist clients by producing analytics that meet their needs of business needs.

Our Data Analysis team is composed by Economists, statisticians and data-management specialists who combine an excellent understanding of the development agenda and a knowledge and understanding of econometric modeling, data analysis and the development of indicators.

Data Analysis can be useful to improve government performance in a major way, and the practical implementation of this knowledge and activity can be used to greatly enhance the impact of public sector and governance reforms in the following ways:

More and more, public sectors are being asked to be responsive to the needs and the expectations of its citizens. They are accordingly now capturing substantially more data regarding service interactions, preferences and opinions than ever before. However, they are often not always leveraging the full value of this data to engage with and improve the citizen’s experience or enhance the quality of their services.

Using data, we help public sector ministries and agencies answer questions like:

  • How should we combine digital, social and transaction data to track and manage the different needs within our target audience and improve service delivery?
  • What are citizens saying about our organization in social media, and how does this relate to what we are doing?
  • Are we delivering suitable services that meet the broader public’s needs and meet the expectations of the individual user of our services?
  • Are we investing resources in the areas which most affect the lives of the end user of our services?
  • Are we delivering quality services, in a cost effective way?
  • Does our planning account for changing needs of the citizen-base we are serving?

Public Sector agencies are under pressure to reduce costs while improving the effectiveness of their operational delivery. Policy makers are asked to make decisions about allocation of ever more scarce resources. In many cases, however, they are not armed with the level of insight required to make these decisions.

Moreover, by developing suitable sets of operational data implementation teams create insight that helps them make better decisions. Evidence-based decisions tend to be sounder decisions and facilitate delegation of responsibilities. Combining staff’s intuition and experience with corroborating data improves transparency and outcomes.

By encouraging public sector agencies to use data more systematically CGA’s data analysis team can help its clients answer questions like:

  • What do we spend, how do we optimize it and what impacts could we face?
  • How do we understand the dynamics of our activity so we can optimize costs, service, capacity and delivery?
  • How do we get our people more engaged and improve our performance, in a sustainable way?
  • How do we help the policy maker understand and measure what factors really make his/her agency perform?
  • How do we more accurately predict what will happen in our sector of activity and make decisions and plans that meet our agency or ministry’s mandate and objectives?

Evidence from international experience suggests that improved manpower planning by public sector institutions significantly improves the way they recruit, retain and reward their human resources resource. However, the vast majority of public sectors have issues collecting and maintaining accurate human resources data.

Similarly, public sector ministries and agencies are increasingly looking to leverage the power of all the workforce data, metrics and surveys to assist them in decision making processes and help make their human resources function more strategic. Regional integration, or the effects of fragility and conflict have transformed labor markets. Public Sector agencies and ministries are no longer competing and recruiting in a national market, instead they are expected to attract talent from nationals who have migrated abroad, or in a region. Yet, only a small number of public sector organizations say that they have comprehensive workforce benchmark information on the performance of either the private sector or in a regional or international context

By assisting our client make better use of data and analytics, CGA data analysis team assists the client answer questions like:

  • How is the human resource function performing, and what are the areas for improvement?
  • Is the workforce matched with future demand?
  • Who are the best performers and what is is their flight risk?
  • What are the pension liability risks and is the available information reliable?

Using our unique methodology, which leverages detailed benchmark information cross industry and worldwide, we help public sectors objectively measure human resource and human capital activities to support their business strategy. We develop model of analysis such as public sector pay and employment models to assist our clients define strategies, pay levels and grading structures.

In today’s highly dynamic and globalized environment, public sector ministries and agencies need access to more accurate information, more often.  They can no longer afford to base important decisions on traditional static risk analysis. Instead they are confronted with multidimensional challenges which need continuous and insightful risk intelligence monitoring.

Many public sector agencies find they lack the analytics expertise to fully exploit internal and external sources of risk data. Many more struggle to build a clear, comprehensive view of risks, as data, just like public sector agencies remain confined within functional silos. Often there is a need to find the “unknown unknowns” within data to get to the heart of the problem.

Using data and analytics, we help you answer questions like:

  • How can we better understand various external and internal factors that have an impact on risk and the impact of public sector investments?
  • How do we validate whether our risk models are effective?
  • How do we identify and manage the key risks in our supply chain?
  • How can we better understand potential risk by utilizing more holistic information about our sector?
  • How can we use our data to better optimize risk management processes, technology and maximize the impact of our policy interventions?

In public sector agencies, Information is often restricted within silos. Most organisations struggle to find appropriate data of sufficient quality. This can lead to valuable time being wasted, challenging data quality and questioning the truth, rather than focusing on developing analysis capable to guide effective decision making.

If data is not joined up and reporting is not user-friendly, agencies will not get an accurate and complete picture of the potential risks they face. There will likely be duplication of effort, and lead to the adoption of less than optimal solutions evidenced by an increased risk of operational inefficiencies and reputational problems.

Our Data Analysis team can assist public sector clients to improve the management of their information. They are able to develop innovative visualization tools which enables public sector managers and decision-makers to better exploit the data they have available and improve their ability to accurately monitor and evaluate their performance.

By using our unrivaled knowledge and experience in the public sector, and combining it with our data and analytics expertise, CGA helps is clients answer questions like:

  • How do we leverage and integrate structured and unstructured information in making strategic policy decisions and improve policy implementation decisions?
  • How do we develop a uniform information governance system across the public sector so that one set of processes governs data creation and maintenance so that users all over the public sector can maintain it through the same rigor?
  • How do we ensure information management is embedded as a strategic, sustained capability within the public sector?
  • How do we develop a consistent government- wide picture of data so that it is easily exploitable across sectors?

CGA can help public sector agencies at every stage of the information management process – from conducting current state assessments of information and management environments to developing information strategy from government, data, technical and organizational perspectives, CGA creates blueprints and business cases to implement the information strategy. We have assisted in the design and implementation of data governance organizational structures and have assisted in the drafting of policies and procedures to sustain good governance.

Public Sector decision-makers world-wide buy into the value of data and analytics, but struggle with how to build sustained capacity in-house. In other instances, public sectors or even selected agencies within the public sector, spend time and resources to build technical data and analytics capacity but then struggle to get the wider institutional acceptance to adopt and achieve long term value from analytics. Even though public sectors are accumulating data at an exponential rate, they’re not fully harnessing the value in this new rich asset.

Using our knowledge and experience of the public sector worldwide and combining it with our superior data and analytics expertise, we help you answer questions like:

  • How do we embed data and analytics into our government processes to facilitate our improved institutional effectiveness?
  • What people and skills do we need?
  • Where should the Data and Analytics function sit and how should it interface with the rest of the public sector?
  • How can we most effectively use the data to improve organization and policy efficiency?

CGA’s data analysis team helps our clients with everything from defining a data and analytics strategy through to designing structures, workflows, roles, people requirements and supporting recruitment and resource placement.

Data Analysis

Acquisition, analysis, use and dissemination are essential elements to ensure that the analysis and recommendations that we provide are sound and consistent with the reality on the ground. A lack of reliable information is one of the key limitations in providing effective development advice. At Consilium Group Advisors we take this lesson very seriously and are committed to provide evidence to back our recommendations.

To do so, we have developed a dedicated team within our Social and Economic Development practice whose role is to search, evaluate and process available data source from multiple sources to significantly strengthen our analysis. We assist our clients by using analytics to meet their business needs.

Our Data Analysis team is composed of economists, statisticians and data-management specialists who combine an excellent understanding of the development agenda and a knowledge and understanding of econometric modeling, data analysis and the development of indicators.

Data analysis can be useful to improve government performance in a major way, and the practical implementation of this knowledge can be used to greatly enhance the impact of public sector and governance reforms in the following ways.

Service Quality and Satisfaction Analysis

More and more, public sectors are being asked to be responsive to the needs and the expectations of its citizens. They are accordingly now capturing substantially more data regarding service interactions, preferences and opinions than ever before. However, they are often not always leveraging the full value of this data to engage with and improve the citizen’s experience or enhance the quality of their services.

In using data, we help public sector ministries and agencies answer questions like:

  • How should we combine digital, social and transaction data to track and manage the different needs within our target audience and improve service delivery?
  • What are citizens saying about our organization in social media, and how does this relate to what we are doing?
  • Are we delivering suitable services that meet the broader public’s needs and meet the expectation of the individual user of our services?
  • Are we investing resources in the areas which most affect the lives of the end user of our services?
  • Are we delivering quality services, in a cost effective way?
  • Does our planning account for changing needs of the citizen-base we are serving?

 

Operational Analytics

Public sector agencies are under pressure to reduce costs while improving the effectiveness of their operational delivery. Policymakers are asked to make decisions about allocation of ever more scarce resources. In many cases, however, they are not armed with the level of insight required to make these decisions.

Moreover, by developing suitable sets of operational data implementation, teams bring insight that helps them make better decisions. Evidence-based decisions tend to be sounder decisions and facilitate delegation of responsibilities. Combining staff’s intuition and experience with corroborating data improves transparency and outcomes.

By encouraging public sector agencies to use data more systematically, CGA’s data analysis team can help its clients answer questions like:

  • What do we spend, how do we optimize it and what impacts could we face?
  • How do we understand the dynamics of our activity so we can optimize costs, service, capacity and delivery?
  • How do we get our people more engaged and improve our performance, in a sustainable way?
  • How do we help the policymaker understand and measure what factors really make his/her agency perform?
  • How do we more accurately predict what will happen in our sector of activity when we make decisions and plans that meet our agency or ministry’s mandate and objectives?

 

Workforce and People Data Analytics

Evidence from international experience suggests that improved manpower planning by public sector institutions significantly improves the way they recruit, retain and reward their human resources resource. However, the vast majority of public sectors have issues collecting and maintaining accurate HR data.

Similarly, public sector ministries and agencies are increasingly looking to leverage the power of all the workforce data, metrics and surveys to assist them in decision making processes and help make their HR function more strategic. Regional integration, or the effects of fragility and conflict have transformed labor markets. Public Sector agencies and ministries are no longer competing and recruiting in a national market, instead they are expected to attract talent from nationals who have migrated abroad, or in a region. Yet, only a small number of public sector organizations say that they have comprehensive workforce benchmark information on the performance of either the private sector or in a regional or international context

By assisting our client make better use of data and analytics, CGA data analysis team assists the client answer questions like:

  • How is the HR function performing, and what are the areas for improvement?
  • Is the workforce matched with future demand?
  • Who are the best performers and what is is their flight risk?
  • What is the pension liability risks and is the available information reliable?

Using our unique methodology, which leverages detailed benchmark information cross industry and worldwide, we help public sectors objectively measure HR and human capital activities to support their business strategy. We develop model of analysis such as public sector pay and employment models to assist our clients define strategies, pay levels and grading structures.

 

Risk and Impact data analytics

In today’s highly dynamic and globalized environment, public sector ministries and agencies need access to more accurate information, more often.  They can no longer afford to base important decisions on traditional static risk analysis. Instead they are confronted with multidimensional challenges which need continuous and insightful risk intelligence monitoring.

Many public sector agencies find they lack the analytics expertise to fully exploit internal and external sources of risk data. Many more struggle to build a clear, comprehensive view of risks, as data, just like public sector agencies remains confined within functional siloes. Often there is a need to find the “unknown unknowns” within data to get to the heart of the problem.

Using data and analytics, we help you answer questions like:

  • How can we better understand various external and internal factors that have an impact on risk and the impact of public sector investments?
  • How do we validate whether our risk models are effective?
  • How do we identify and manage the key risks in our supply chain?
  • How can we better understand potential risk by utilizing more holistic information about our sector?
  • How can we use our data to better optimize risk management processes, technology and maximize the impact of our policy interventions?

 

Information management

In public sector agencies, Information is often restricted within siloes Most organisations struggle to find appropriate data of sufficient quality. This can lead to valuable time being wasted challenging data quality and questioning the truth, rather than focusing on developing analysis capable to guide effective decision making.

If data is not joined up and reporting is not user friendly, agencies will not get an accurate and complete picture of the potential risks they face. There will likely be duplication of effort, and lead to the adoption of less than optimal solutions evidenced by an increased risk of operational inefficiencies and reputational problems.

Our Data Analysis team can assist public sector clients to improve the management of their information. They are able to develop innovative visualization tools which enables public sector managers and decision makers to better exploit the data they have available and improve their ability to accurately monitor and evaluate their performance.

By using our unrivaled knowledge and experience in the public sector, and combining it with our data and analytics expertise, CGA helps is clients answer questions like:

  • How do we leverage and integrate structured and unstructured information in making strategic policy decisions and improve policy implementation decisions?
  • How do we develop a uniform information governance system across the public sector so that one set of processes governs data creation and maintenance so that users all over the public sector can maintain it through the same rigor?
  • How do we ensure information management is embedded as a strategic, sustained capability within the public sector?
  • How do we develop a consistent government- wide picture of data so that it is easily exploitable across sectors?

CGA can help public sector agencies at every stage of the information management process – from conducting current state assessments of information and management environments to developing information strategy from government, data, technical and organizational perspectives, CGA creates blueprints and business cases to implement the information strategy. We have assisted in the design and implementation of data governance organizational structures and have assisted in the drafting of policies and procedures to sustain good governance.

 

Data and Analytics strategy and capability building

Public Sectors Decision-makers world-wide buy into the value of data and analytics, but struggle with how to build sustained capacity in-house. In other instances, public sectors or even selected agencies within the public sector spend time and resources to build technical data and analytics capacity but then struggle to get the wider institutional acceptance to adopt and achieve long term value from analytics. Even though public sectors are accumulating data at an exponential rate, they’re not fully harnessing the value in this new rich asset.

Using our knowledge and experience of the public sector worldwide and combining it with our superior data and analytics expertise, we help you answer questions like:

  • How do we embed data and analytics into our government processes to facilitate our improved institutional effectiveness?
  • What people and skills do we need?
  • Where should the Data and Analytics function sit and how should it interface with the rest of the public sector?
  • How can we most effectively use the data to improve organization and policy efficiency?

CGA’s data analysis team helps our clients with everything from defining a data and analytics strategy through to designing structures, workflows, roles, people requirements and supporting recruitment and resource placement.

Successful reform of central decision-making institutions and the creation of a stable policy environment has the potential for being the most far-reaching of all public reforms. This can prove to be the most effective measures to combat poor government and persistent poverty. Major development organizations are increasingly identifying institutional constraints at the center as a primary cause of policy volatility and as well as crippling public service delivery which also leads to reduced foreign investment and slower private sector development.
 


Center of government reform is, however, a high risk business and requires implementing change at the highest political and administrative levels. CGA’s experts are adept at working in these highly pressurized and politically sensitive environments. Our staff has worked side by side with ministers and agency directors, international development organizations staff and key stakeholders. We know how to achieve effective and sustainable Center of Government reform and pride ourselves on the trust and understanding we build in our working relationships with client governments.

We understand that even our technical expertise cannot ensure successful reform at this level without first being able to express our ideas in a way that is relevant to our counterparts in government and securing the personal and political support of senior figures crucial to the reform effort.

CGA’s capability in supporting Center of Government reform:

  • Reviewing and streamlining of policy-making mechanisms including Cabinet procedures
  • Advice in setting policy priorities and corresponding prioritized budgets
  • Preparation of strategic plans for ministries reflecting policy priorities and service delivery targets
  • Guidance to ministers on policy-making, roles and responsibilities and management
  • Training for Cabinet Secretaries and members of the Secretariat
  • Advising on communications and reporting procedures between Ministries and Central Government
  • Supporting and providing guidance on decision-making processes

Recent Projects

Reducing the number of agenda items of the Cabinet of Jordan, 2006-2008.

In the context of the Public Sector Development Loans and subsequently in the context of the Public Sector Capacity Building Loan, CGA’s Giulio de Tommaso assisted in developing an improved process of review and delegation of decisions to the appropriate level of authority. This reduced the number of decisions requiring direct policy maker intervention, enabling improved policy formulation and empowering staff at lower levels of government to make decisions that are consistent with their level of authority.