Whom we look for

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We are a flat, highly networked, expert-driven public sector management consulting practice. So to make our business work, we look for exceptional people who can thrive in hyper-dynamic, high-pressure (and sometimes insecure) environments.

Here are the four attributes we look for in our people:

“True believers” in development work with a deep set of guiding core values and razor sharp focus on creating real value and impact
“Trusted advisors” with a personal mission to learn continuously and generously help others succeed with their knowledge
“Entrepreneurial spirit” to take ownership of problems, identify opportunities and create value for the client
“A passionate life” outside of work

Here are the five dimensions of the people we fight to keep in the firm:

Personal commitment to create value and impact – we look for committed professionals who want to leave the world in a better place than they found it
Entrepreneurial heart – we look for people with the heart of an innovator, those who try new things and love creating new ways of doing things that simply work better than before
Problem framing and problem solving skills – we look for curious people who can work with multi-disciplinary teams to investigate an issue and drive down to the root causes, then work with stakeholders to create and innovate new best fit solutions
Trust advising skills – we look for people who naturally thrive in an advising or consulting environment and get a kick out of seeing others succeed
Deep expertise and excellent general knowlege – we look for passionate experts who have cultivated a deep understanding of a topic and have the ability to connect the dots in complex operating environments

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What expertise are we looking for?

The following are the desired competancies for our public sector governance and institutional strengthening advisors:

Primary: Applied Governance and Political-Economy Analysis

Understanding of governance evidence, policy and practice in a range of settings; knowledge of political systems, core governance concepts and global, regional and transnational drivers of governance change; ability to apply political and institutional analysis and use this to influence strategic planning and programming decisions.

Core governance concepts (capability, accountability, responsiveness, legitimacy, empowerment, rights) and relevance to different country contexts
The operation and functioning of different political systems, including authoritarian, transition and democratic types
Governance in conflict and fragile contexts including approaches to building stability, inclusive political settlements, conflict prevention.
The relationship between governance and development outcomes including stability, growth, human development and gender
Political-economy analysis and tools for understanding country and regional contexts and their strengths and weaknesses, (e.g. Country Poverty Reduction Diagnostics, Inclusive Growth Diagnostics, Country Governance Analysis, Analysis of Conflict and Stability).
Institutional analysis and public management reform concepts (including new public management, good enough/best fit approaches).
Political influencing and engagement and behaviour change approaches (e.g. nudge theory)
Programming instruments and approaches, including budget support, results-based aid, flexible and adaptive approaches
Regional and global governance context, including key transnational drivers such as organised crime, illicit finance and violent extremism.
Governance research and evidence and implications for operational practice, particularly in fragile states.

Primary: Public Sector Governance and Service Delivery

Knowledge of public sector governance at national and local levels and application in particular service delivery sectors. Ability to provide analytical, advisory and programme support to civil service and sector reform processes that contribute to the sustainable improvements in service delivery.

Concepts, frameworks and diagnostic tools for analysing public sector organisations and the wider institutional environment.
Programmatic approaches and instruments for improving public sector governance in a range of country contexts and sectors, including problem-driven and adaptive approaches.
Processes of decentralisation, including deconcentration and devolution, and their impact on public sector governance and service delivery.
Political economy of basic service sectors (e.g. health, education, water & sanitation) and the political incentives for delivering services.
Systems strengthening in service delivery sectors (e.g. policy development, human resources management, public financial management, procurement) and the links between sectoral reform programmes and broader public sector governance programmes.
Approaches to strengthen accountability, oversight and citizen engagement in service delivery, including using new technologies.
Interventions to enhance the role of women and other excluded groups in public sector decision-making.

Secondary: Security, Justice and Human Rights

Understanding of how security, justice and human rights contribute to development and stability, and their impact on different groups, particularly women. Knowledge of different legal systems, including non-state justice systems. Ability to work with donor, national and international actors to deliver security, justice and human rights programmes and policies.

Secondary: Anti-Corruption

Understanding the causes and effects of corruption in countries as well as corruption’s transnational and multi-sectoral nature. Ability to provide strategic advice, work across government departments, and design and deliver programmes and strategies on corruption.

Secondary: Public Financial Management and Domestic Revenue Mobilisation

Understanding the role of public financial management and domestic revenue mobilisation in development, accountability and state-building processes. Ability to provide advice, policy direction and programme leadership on PFM and DRM, working with donors, country and international partners.