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Public Sector

Public Sector Transformation

Turn a reform or a public programme into executed decisions, measured outcomes and capabilities durably established within the institution.

Governments · Agencies · Local authorities · Public enterprises · Development partners

Reforms & programmes

From decided reform to executed reform

Design, governance and steering of public reforms.

A reform can be decided and financed without the governance, the responsibilities and the steering its execution requires. GDC turns that ambition into a prioritised portfolio, an execution arrangement and measurable outcomes.

Assess the conditions for successObjectives, stakeholders, dependencies, risks, resources and available capabilities.

Define the target model and the pathwayRoadmap, responsibilities, budget and schedule of the reform.

Set up the governance and the execution teamPMO or Delivery Unit, decision routines and project portfolio.

Measure outcomes and transfer the capabilityIndicators, performance reviews; progressive handover of the arrangement to public teams.

Initial diagnostic, a programme structured by phases and milestones, then optional support in the form of a Delivery Unit.

Public revenue

Digitalising the tax base and collection

Make the registers reliable, reconcile payments and strengthen revenue management.

When taxpayers, assets and payments are not linked in reliable reference data, the administration can neither measure its tax base correctly nor manage collection effectively.

Identify and make the tax base reliableTaxpayer registers, plots, buildings and addresses cleaned, reconciled and enriched.

Digitalise payment and reconciliationIssuance, digital payment, reconciliation, reminders and handling of unpaid amounts.

Manage collection through dataForecasts, dashboards, alerts and risk segmentation.

Set up a performance unitSteering, procedures and transfer to the officers involved.

Diagnostic, a territorial or functional pilot, then progressive roll-out. A variable fee may be considered where the gains are clearly measurable and verifiable.

Digital public services

Rethink journeys, digitalise services and simplify the relationship between government, citizens and businesses.

Procedures remain complex, services are fragmented across administrations, and the use of digital channels falls short of their potential. The service delivered, not the technology, must drive the modernisation.

Simplify proceduresCitizen and business journeys redesigned from real usage.

Build the digital countersPortals, online services and access channels, designed for adoption.

Connect the administrationsIdentity, reference data and data exchange: interoperability in practice.

Ensure adoptionSupport for officers and users, measurement of usage and satisfaction.

Framing of the priority journeys, design, build in stages and measured adoption. The overall modernisation of systems and AI governance fall under the Sovereign Digital Transformation & Trusted AI offer.

Public performance

Public performance & outcome management

Measure the quality of public action, accelerate decisions and durably improve the performance of services.

The results of public action are rarely measured against shared benchmarks: decisions are slow, reviews are missing, and the quality of the service delivered escapes management.

Define the performance frameworkOutcome and service-quality indicators, shared benchmarks and targets.

Set up executive dashboardsOutcome reviews and decision routines at directorate level.

Set performance under contractPerformance contracts and letters, impact measurement of policies and services.

Embed continuous improvementTrained teams, routines taken over and improvement documented over time.

Diagnostic of the existing framework, design, set-up with the teams, then transfer. Each intervention can draw on a dedicated Delivery Unit: reform, revenue, digital services or performance unit.

Results tracked

Priority milestones met · Shorter decision times · Clarified responsibilities · Programmes effectively launched · Progressive autonomy of the client team · Greater register coverage · Fewer anomalies and duplicates · More reconciled payments · Improved collection rate · Shorter issuance-to-collection time · Simplified procedures · Shorter processing times · Greater use of digital channels · User satisfaction measured · Interoperability in practice · Reliable indicators · Outcome reviews in place · Service quality measured · Documented decisions

Contact

Talk to the team Reply within two working days.

Frequently asked questions

When should you bring GDC in?

As soon as a reform or a programme has been decided but its implementation is not yet organised; or when a programme under way is no longer progressing at the expected pace.

How does an engagement begin?

With a focused diagnostic: baseline, risks, expected outcomes and an initial scope of work, designed to reach a commitment decision quickly.

How does GDC work with public teams?

As an integrated team: each GDC expert works in an embedded pair with a public-sector manager, and capability building is assessed throughout the engagement.

How are results measured?

Each engagement defines its indicators from the framing stage: milestones met, coverage and collection rates, lead times, team autonomy, all tracked against the baseline.

What remains when GDC leaves?

The registers, the platforms, the documentation, the access rights, and trained and assessed teams that operate them. Handover readiness is validated by a test organised before closing.

Can an engagement be financed by a development partner?

Yes. GDC works on programmes financed by development partners and structures its deliverables and reporting to their requirements.

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