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Public Sector Management

We aim to promote good governance and good practice in delivering public services. Our experts have worked on more than 100 public administration and governance reform projects in 60 different countries around the world. Our multi-disciplinary team includes full-time international consultants with a long and successful experience leading, designing and implementing public administration and capacity building projects.

Additionally, we have developed an extensive network of international partnerships with world-renowned universities, think tanks and NGOs which enable us to field multi-national teams with country or region-specific specialist skills.

Our assistance in this area focuses on six main sectors of expertise

  • Public Administration and Governance Reforms
  • HR Management
  • Governance, Transparency and Anti-Corruption
  • Decentralization, Local Administration and Capacity
  • Public Finance Reforms
  • Institutional Restructuring
  • Social Protection, Civil Service Practice

The ability of governments to achieve their economic and social aims with limited resources is dependent upon the efficiency and focus of government. Public administration institutions in emerging countries are the cornerstone of reform. They are often considered the single most pressing development issue in fragile states and post conflict environments. If institutions are not professional, efficient, flexible and transparent then reform and development efforts will not succeed.

Capabilities and Capacity

  • Design and carry out functional, structural and staffing reviews of government institutions
  • Redefine ministries, departments and agencies and their interrelationships
  • Setting performance standards for public services
  • Define a framework to enhance the participation of the private sector in the provision of services to the public
  • Develop modern information management and technology strategies (IT)
  • Strengthening of policy formulation capacity in ministries
  • Strengthen communications and public awareness to promote understanding and support for reform initiatives


Project Experience

Some of our team’s experience in this area includes:


Assisting the Ministry of Labor of the Federal Government of Somalia to carry out institutional Reform (2015)

In the context of UNDP-financed support to Capacity Development in Somalia, CGA President Giulio de Tommaso is assisting the Ministry of Labor restructure its institution in order to carry out its mandated functions under a revamped labor code and civil service law.

Carrying out the the Functional Review of the National Training Institute in Jordan, World Bank (2005)

In the context of the World Bank financed Public Sector Capacity Building Loan, Consilium Group Advisor, Giulio de Tommaso, as World Bank Team Leader for the project, assisted the Jordanian authorities to carry out the functional review of the National Training Institute, the agency responsible for the training of civil servants in Jordan.


Establishing performance standards in the Ministry of Civil Service in Yemen (2008)

In the context of the Civil Service Modernization Project in Yemen, as a team member during preparation, and as the Task Team Leader during supervision, Consilium Group Advisors President Mr. Giulio de Tommaso assisted the Government of Yemen establish service standards for different agencies and services in Yemen. For the first time in modern history, agencies were required to publish expected standards and requirement for the different services they offered, including the amounts of money required to carry out different transactions and the number of signature required. Citizens were encouraged to report deviations from the standards to special hot lines established for that purpose.


Developing Human and Financial Management Systems in Yemen (2000), Jordan (2005) and Liberia (2009) and Zimbabwe (2010)

Consilium Group Advisors Giulio de Tommaso, Tullio Morganti and George Mutowa, in the context of their work as World Bank staff and consultants assisted the authorities in Yemen, Jordan, Liberia and Zimbabwe establish computerized information systems dealing with both Human and Financial Management Systems. This work included the review of underlying information, the development of streamlined processes and procedures for the management of information and the informatization of the new and improved processes.

Human Resource management and development is an essential component of effective reform of civil services worldwide. Ineffective human resource management leads to an under motivated body of officials and inappropriate incentives for reform. Human Resource management and Human Resource Development are at the core of CGA capability.

Capabilities and Capacity

  • Establishing the civil service (CS) legal framework and defining roles and responsibilities
  • Drafting human resources (HR) management policies and procedures including pay and grading
  • Designing and supporting implementation of human resource management systems, including the development of organization and country-specific human resource policies
  • Managing personnel information through the use of everything from basic paper systems to complex HR management information systems using complex ICT
  • Designing and implementing systems and procedures for recruitment and selection;
  • Training, developing and appraising staff, including trainers
  • Designing and implementing pay and grading reforms

Project Experience


Drafting a new Civil Service Law for the Federal Government of Somalia (2015) and the Republic of Macedonia (2013)

CGA’s Giulio de Tommaso and Tullio Morganti assisted the authorities of the Federal Government of Somalia and the Republic of Macedonia to draft a new Civil Service law and regulations permitting for the management of its workforce in the context of a more transparent and merit-based system. 


Carrying out Civil Service Reforms in Yemen (2000), Congo DRC (2002), Jordan (2005), Liberia (2008) and the Gambia (2009), Guinea and Guinea-Bissau (2010)

CGA’s Giulio de Tommaso, Tullio Morganti and George Mutowa advised the Governments of Yemen, Congo DRC, Jordan, Liberia, the Gambia, Guinea and Guinea-Bissau on the design of a program to improve service delivery, through effective civil service reforms. In every case, this work led to improved management capacity for strategic planning, performance measurement, and institutional coordination, collaboration, and dialogue. CGA staff also provided recommendations to improve civil compensation for Gambian civil servants

HR Management

Carrying out a Payroll and Skills Audit in Zimbabwe (2008-2011)

In the aftermath of the 2008 elections, the Government of Zimbabwe requested assistance with the design and implementation of a payroll and skills audit to remove illegally appointed personnel from the public payroll and evaluate the overall skill set of public employees. CGA’s Giulio de Tommaso, Tullio Morganti and George Mutowa designed the payroll and skills audit, and managed its implementation on behalf of the Government. This involved using 1500 enumerators spread across the country, as well as managing independent auditor firms responsible for the oversight of the exercise.


Strengthening Job Grading and Classification Systems in the Democratic Republic of the Congo (2006), the Republic of Liberia (2010)

CGA’s Tullio Morganti assisted the Governments of the Democratic Republic of Congo, and the Republic of Liberia to carry out job re-classification and wage system reforms. The main objectives of these reforms were to make public service positions more attractive for qualified candidates and, to improve wage bill management.

Developing a Retrenchment Program in the Republic of Yemen (2000-2009)

In the aftermath of the reunification of North and South Yemen, the Government of Yemen was confronted with a bloated ineffective workforce. CGA staff, Giulio de Tommaso, as World Bank Task Team Leader for the Civil Service Modernization Project assisted the Yemeni authorities to develop a retrenchment program to absorb the excess public sector employees, compensate them for their loss of employment and ensure a soft landing to this staff in an environment which offered few alternatives to public sector employment.


Carrying out Pay and Grading Reform in Liberia (2010)

In the context of the World Bank’s EGIRP project, CGA’s Giulio de Tommaso and Tullio Morganti assisted the Government of Liberia undertake pay and Grading Reform. In the context of these reforms, grades were reduced from 15 to 10, and average salaries of public servants were increased from an average of $15 to over $100 per month. Wage compression was further increased from 1:2.1 to 1:8.

Effective decentralization requires the state to decentralize the delivery of basic services including the functions, functionaries and finance, to local authorities, which are relatively closer to the people. Also important is the establishment of institutional mechanisms to improve voice for the people, which enable people to demand accountability from the local authorities responsible for delivery of basic services. Our approach to decentralization covers many activities including those listed below.

Capabilities and Capacity

  • Fiscal decentralization
  • Provincial and municipal financial management reform
  • Strengthening the capacity of local administrations to co-ordinate policies, legislation and resources at all levels
  • Human resource management – the development of common systems across government, including recruitment, promotion, job descriptions, grading and performance appraisal
  • The creation of executive agencies
  • Advocacy programs to facilitate communication between government and citizens
  • Citizens Charters

Project Experience


Fiscal and Administrative Decentralization

Strengthening the Capacity of Central and Local Governments to Carry out Decentralization in Burkina Faso (2009)

CGA’s Giulio de Tommaso, as World Bank Task Team leader of the Administrative Capacity Building Project, assisted the Government of Burkina Faso improve its administrative and financial structures and processes in light of the ongoing decentralization process. This entailed (i) strengthening the capacity of the ministries guiding the decentralization process, (ii) implementing Human Resource Management (HRM) decentralization; (iii) strengthening of public expenditures management, accountability mechanisms and revenue collection and (iv) strengthening the capacity of newly formed local governments.

Local Administration and Capacity

Improving the Capacity of the Municipality of Harare to manage its Human Resources (2010)

In the aftermath of a major economic and financial crisis, the municipality of Harare requested the assistance of CGA’s Tullio Morganti to carry out a review of the adequacy of its pay and grading system as well as a review of the capacity of its workforce. This activity led to a number of recommendations aimed to improve the attractiveness of municipal employment for the city of Harare.

Evaluating Municipalities Housing needs in El Alto (La Paz), Bolivia

CGA’s Decentralization and Local Development Specialist Geert Custers led a feasibility study on behalf of the Dutch NGO Solid House Foundation (aimed at developing an integrated housing program of the urban poor in El Alto (and, additionally, in Santa Cruz). The assignment included conducting policy dialogue with central and local government authorities, evaluating the municipalities housing needs, financing requirements and implementation capacity and developing a framework for a sustainable, effective and transparent integrated housing program capable of responding to the needs of the municipality.

Advocacy and Citizen Participation

Empowering Civil Society Organizations to participate in the monitoring of government programs in Yemen (2000) and Liberia (2010)

In the context of its work as Task Team Leader for World Bank for Public Administration and Governance Reforms in both Yemen and Liberia, CGA’s Giulio de Tommaso assisted in the development of programs which aimed to improve the capacity of Civil Society to monitor and hold accountable Government institutions for the transparent and efficient provision of public services to the public. This included devising systems for reporting cases of abuse and the inclusion of civil society organizations in the early stages of design of World Bank projects which he managed.

Corruption is a problem all over the world, but is particularly prevalent in developing countries and emerging economies where robust and accountable public institutions are often in their infancy. Corruption affects entire societies adversely, and attitudes to corruption become increasingly ambivalent as long as the incidence of corruption remains unchecked. Anti-corruption strategies are therefore inextricably linked to economic and social development in countries where corruption is a problem.


To reduce corrupt practices, which distort economic decisions and undermine confidence in public institutions, CGA provides technical assistance on strategies to curb corruption and foster governmental transparency, integrity and accountability. CGA’s experience of corruption, and anti-corruption initiatives is broad and long-standing, and is the result of work on reform projects where corruption has proved to be an obstacle, as well as work on projects specifically designed to combat corruption.

Capabilities and Capacity

  • Reviews of transparency and accountability
  • Anti-corruption strategies
  • Public information campaigns
  • Institutional development
  • Design of Citizens Charters
  • Design of transparent and accountable procurement procedures
  • Organizational reviews to remove gatekeeper posts
  • Simplification of business processes

Robust public finances are essential to effective government. A stable and fair tax base, that is transparent and neutral, in addition to accountable expenditure, appropriate management and monitoring systems enable governments to deliver a strong, supportive environment for businesses and public services.

CGA builds on the principles of fiscal discipline, legitimacy, predictability, transparency and accountability to reform and strengthen public finances.

Capabilities and Capacity

We assist our clients in:

  • Strengthening budget formulation and execution
  • Reform and improve budget processes
  • Develop sustainable Medium Term Expenditure Frameworks
  • Strengthening Revenue Generation
  • Carry out Tax reform
  • Improve expenditure monitoring
  • Design Public finance legislation
  • Improving regional economic integration
  • Strengthen Intergovernmental finance framework
  • Improve Aid management and effectiveness.



Strengthening the Budget Process in Algeria (2002-2005)

CGA President Giulio de Tommaso participated in the identification, preparation and implementation (including the mid-term restructuring of a World Bank-financed program aimed at improving the budget process in Algeria. The project led to a fundamental restructuring of the Ministry of Finance and the adoption of a number of performance budget features by the Ministry of Finance. 


Enhancing Revenue through the creation of Land Cadaster System in Lebanon (2005)

As World Bank Task Team leader, CGA’s Giulio de Tommaso This assignment’s central objective was to support government efforts to enhance revenues and strengthen fiscal management by filling the gaps in key personnel, skills, equipment, and physical resources; assisting in improving systems, procedures, and data bases; and providing advice on future policy reforms. This was to be achieved by increasing the MOF’s operational efficiency and building its capacity to develop and use better policies and procedures, with particular reference to departments responsible for revenue collection and fiscal management. In addition to improving operational efficiency the project supported the immediate government efforts to enhance revenues and rationalize public expenditure by (i) Reforming of Customs Administration (ii) Rehabilitating and of all mapped parcels; (c) Improving Domestic Taxation and Public Expenditure Management. Consilium Group Advisors staff was in charge of designing an additional financing operation to complete land cadaster activities as well as drafting the Implementation Completion Report.


Strengthening Public Finances in Guinea Bissau (2010)

As a member of the Country Economic Memorandum team CGA’s Giulio de Tommaso advised the government on improving the transparency, quality, and effectiveness of public spending in Guinea-Bissau. He drafted a chapter which focused on the fiscal impact of public employment and wages.

Restructuring Bahrain’s Public Finances (2003)

As a member of the Public Expenditure Review team in Bahrain, CGA’s Giulio de Tommaso advised the government on improving the transparency, quality, and effectiveness of public spending in Bahrain. He drafted a chapter which focused on the role of the State in the Bahraini economy and the size of the State, both in terms of executive agencies and the overall fiscal impact of public employment and wages.

Rationalizing Public Expenditures in West Bank and Gaza (1998)

As a member of the Public Expenditure Review team, CGA’s Giulio de Tommaso advised the Palestinian Authority’s on how to improve its public expenditures management in the years immediately following the Oslo Peace agreements. His contribution focused on analyzing the fiscal impact of the Civil Service on the Budget of the Palestinian Authority. 

Managing the wage bill in the Kuwait (1998)

Senior CGA staff advised the Government of Kuwait on the development of a labor market strategy capable of enticing Kuwaiti nationals to work in the private sector. The strategy focused on developing mechanisms capable of narrowing the wage gap between (mainly Kuwaiti) public servants and (mainly foreign) private sector workers.

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 and can prove the most effective measure 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.

Centre of government reform is, however, a high risk business and requires implementing change at the highest political and administrative levels. CGA is 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 centre 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 Centre 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

Project Experience


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.

CGA’s Social Protection and Civil Service Reform practice, provides advisory services in the areas of human capital development, pension reform, and reform of social insurance and civil service programs.

Main Activities

CGA consultants build capacity of national and local institutions so that the delivery of sustainable delivery of social protection benefits and efficient and effective civil service programs are possible. We bring extensive experience in:

  • Organizational development and capacity building
  • Pension financing
  • Supply chain management
  • Information systems and data management
  • Reform of Pension and all other social insurance programs

CGA is committed to working with government, private sector, and civil society stakeholders to support their efforts to strengthen pension, social protection, and civil service systems