Giulio de Tommaso

Docente de gestión pública y consultor internacional

Giulio de Tommaso

Key Qualifications
Mr. Giulio de Tommaso is a political scientist and a development specialist with a focus on public sector management and governance reforms. He advises governmental organizations on strategies to design comprehensive public sector reform programs, improve public sector agencies, strengthen government’s resource management capacity, and service delivery. He has nearly 20 years of experience advising on public sector management issues, and has worked in more than 20 countries throughout Africa, Eastern Europe, and the Middle East.

Prior to becoming an independent consultant, Mr. de Tommaso was a Senior Public Management Specialist at the World Bank. In this capacity he completed numerous assignments to advise government in designing and implementing public administration and civil service reform programs, assess the human and financial management of governmental institutions, and advise on staffing, training, and organization. For example, Mr. de Tommaso designed and assisted in the implementation of a payroll and skills audit for the government of Zimbabwe, aimed at removing illegally appointed personnel from the public payroll following the 2008 elections. He was also the World Bank Task Team Leader for an assignment to assist the government to modernize public administration and the civil service in Yemen in the aftermath of the unification of North and South Yemen. Mr. de Tommaso led the policy dialogue on all issues relating to public administration reform, including ministry reengineering, retrenchment policy, human resource management issues, and general governance.

Mr. de Tommaso also has extensive experience on projects to build administrative and institutional capacity in fragile and newly democratic states. From 2009 to 2011 he assisted the Government of Liberia to administration structures and processes, including human resource and expenditures management, in light of the decentralization policy. He assisted the Government of Guinea design, implement and monitor public administration reforms.


  • 1997 Universita degli studi di Siena (Italy), Doctorate Degree in Political Science
  • 1993 Institut d’ Etudes Politiques de Paris (France), “The European Community Today and Tomorrow”
  • 1994 Johns Hopkins School of Advanced International Studies (United States), Master of Arts, International Economics and Conflict Management
  • 1992 Georgetown University’s School of Foreign Service (United States), Bachelor of Science, International Commerce and Finance (Certificates of Studies in Latin American Studies and Middle Eastern Studies)

Membership of Professional Associations

Member, American Political Science Association
Member, Society for International Development

Other Training

Countries of Work Experience
Algeria, Albania, Bahrain, Belize, Burkina Faso, Cape Verde, Djibouti, Guatemala, Guinea
Bissau, Iran, Iraq, Jordan, Kuwait, Lebanon, Morocco, Poland, Republic of Guinea, Rwanda,
The Gambia, Sao Tome and Principe, Togo, Tunisia, Ukraine, West Bank and Gaza, and Zimbabwe

Speaking Reading Writing
English Excellent Excellent Excellent
Italian Excellent Excellent Excellent
French Excellent Excellent Excellent
Spanish Good Good Good
Arabic Basic Basic Basic
Portuguese Basic Basic Basic

Employment Record
Indipendent Consultant, 2013 to Present
The World Bank, 1995 to 2013
Senior Public Sector Management Specialist, (Washington, DC, USA) 2008-Present
Poverty Reduction and Economic Management (PREM) Department
Africa Region
Senior Public Sector Management Specialist, 2003 to 2008 (Washington, DC, USA)
Public Sector Management Specialist, 1997 to 2003
Social and Economic Development Department
Middle East and North Africa Region
Consultant, 1995 to 1997 (Washington, DC, USA)
Technical Department for Public Sector Reform
Eastern and Central Europe and Middle East and North Africa
Development Bank Associates, 1994 to 1995
Associate (Washington, DC, USA)
World Cup Organizing Committee, 1993 to 1994
Protocol Officer (Washington, DC, USA)

Relevant Experience
Below we present Mr. de Tommaso’s relevant experience for this assignment organized in
the following categories:
1. Civil Service Reform and Human Resources Management
2. Public Financial Management
3. Administrative Capacity Building
Civil Service Reform and Human Resources Management
Payroll and Skills Audit, Zimbabwe 2008-2011—(World Bank Task Team
Leader) In the aftermath of the 2008 elections, the government requested
assistance in the design and implementation of a payroll and skills audit aimed at
removing illegally appointed personnel from the public payroll and evaluating the
overall skill set of public employees. Mr. de Tommaso was responsible for the
design of the payroll and skills audit as well as the management of the
implementation of the audit on behalf of the government. This involved the use of
1500 enumerators spread across the country, as well as the management of the
independent auditor firms responsible for the oversight of the exercise
Civil Service Modernization, Yemen 2000-2009—( World Bank Task Team
Leader) The project supported the Government of Yemen’s comprehensive,
longer-term strategy for modernizing its civil service by creating capacity,
institutions and systems for improved and sustained utilization of human and
financial resources of the Yemen civil service. To this end, the project assisted in
the development of core Human Resource and Financial Management systems, established a mechanism to reduce the number of unqualified civil servants, and initiated a restructuring process in individual ministries. This project was the key instrument with which the Bank supported governance reform in Yemen from 2000-2009. As a team member during preparation, and as the Task Team Leader during supervision, Mr. de Tommaso led policy dialogue on all issues relating to public administration reform, including ministry reengineering, retrenchment policy human resource management issues and governance in general
Institutional Credit Reform, Yemen 2006-2009—( World Bank Civil Service
Policy Advisor) This US$50 million development policy loan supported the
Government’s Reform Strategy emphasized two key elements: (i) Supporting nonoil
growth through investment climate reforms and (ii) Strengthening property
rights (by reducing ambiguity of land titling and improving public management of
land registration) and (iii) Strengthening governance and public financial
management by (a) Reforming procurement as part of public financial
management reforms to increase transparency and accountability and to separate
the policy-making functions from the administrative function; (b) Supporting the
public administration reform strategy, in particular through wage policy,
retrenchments and a biometric database on public employees as part of broader
public administration reform and (c) Increasing revenue transparency though
Yemen’s accession to the Extractive Industries Transparency Initiative (EITI). Mr
de Tommaso was a member of the core preparation team, and formulated and
negotiated the necessary policy reforms on civil service reform included in this
Development Policy Loan, Albania 2006-2007—(Public Sector Management
Expert) This operation was the first in a programmatic series of three
Development Policy Operations, designed to support key aspects of the
Government program. It focused on inter-related objectives with significant
synergies – improving the investment climate for private sector-led growth, and
fostering fiscally sustainable and effective service delivery, both built around the
governance edifice of improving public finances and public administration. The
Albania DPL was approved by the World Bank Board in March 2007. As a
member of the program preparation team, in charge of public sector management
issues, Mr. de Tommaso led the appraisal and the negotiation of the public
administration and civil service reform components and drafted the relevant policy
actions for this loan which focused on the size and shape of government ministries
as well as hiring practices in the Public sector
Public Administration Reform Project, Albania 2006-2007—(Task Team
Leader) The objective of the Public Administration Reform Project was to provide
required resources for technical assistance, training, goods and incremental
operating costs that were needed to implement the Government’s Institutional and
Public Administration Reform agenda, approved in 1999. Mr. de Tommaso was
Task team leader and main writer of the Implementation Completion Report
which evaluated the program and assessed its development impact. This ICR was
rated “Best Practice” by the Banks IED department
Public Sector Reform Capacity Building Loan, Jordan 2005-2008—(Task
Team Leader) This project’s principal goal was to support the implementation of
the Government’s public sector reform strategy by hiring staff, procuring
equipment and providing technical assistance in key agencies responsible for
carrying out administrative reform in Jordan. It also sought to support the timely
implementation of an important set of cross-cutting reforms in areas ranging from
policy coordination to improved financial and human resource practices. As the
Task Team leader, Mr. de Tommaso was responsible for identifying and agreeing
with the government counterparts on the content and modalities for the loan. He
led the dialogue with government counterparts on strengthening the public
administration reform program in Jordan, leading supervision missions, reviewing
and finalizing ISRs
Administrative Rehabilitation Project, Lebanon 2002-2005—(Project
Supervisor) The project aimed to help rehabilitate the Lebanese public
administration, understood as the essential first stage of a process of reform, based
on a clear and concrete policy agenda centered on the principle of a small but
efficient civil service. Thus, beyond filling the minimum needs in key equipment
and other resources, the project assisted in streamlining procedures, providing
support for designing and initiating longer-term public administration and civil
service reform, encouraging participation and building consensus to foster the
sustainability of the process. The project was designed to focus project financed
activities on the restoration of system-wide activities and most of the physical
needs of the individual agencies and ministries. Mr. de Tommaso was in charge of
the supervision of the project during the final years of activity and for carrying out
an Implementation Completion Report, the Bank’s own review of its lending

Public Financial Management
Technical Assistance for Revenue Enhancement and Fiscal Management,
Lebanon 2005—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. Mr. de Tommaso was in charge of designing an additional financing
operation to complete land cadaster activities as well as drafting the
Implementation Completion Report
Restructuring Public Finance, Bahrain 2003—(Public Sector Expert) This
Public Expenditure Review focused on improving transparency, quality and
effectiveness of public spending. Mr. de Tommaso was responsible for
modernization of the State issues, and 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 as well as regarding the overall fiscal impact of public
employment and wages
Public Expenditure Review and Civil Service Reform, West Bank and Gaza
1998—(Public Sector Expert) This document analyzed the state of public
expenditures of the Palestinian Authority in the years immediately following the
Oslo agreements between Israel and the Palestinian Authority. Mr de Tommaso
wrote a chapter analyzing the fiscal impact of the Civil Service on the Budget of
the Palestinian Authority
Labor Market Study, Kuwait 1998—(Public Sector Financial Expert) Mr. de
Tommaso contributed to advise the government regarding the development of a
labor market strategy capable of enticing Kuwaiti nationals to work in the private
sector. Mr. de Tommaso focused on developing mechanisms capable of narrowing
the wage gap between (mainly Kuwaiti) public servants, and (mainly foreign)
private sector workers in order to entice more Kuwaitis into private sector activity.

Administrative Capacity Building
Administrative Capacity Building, Burkina Faso 2009—(Co-Team Leader)
This project aims to improve administration structures and processes in light of
the decentralization policy by (i) strengthening of the ministry’s guiding the
decentralization process of the administration, (ii) implementation of Human
Resource Management (HRM) decentralization; (iii) the strengthening of public
expenditures management, accountability mechanisms and revenue collection and
(iv) the strengthening of local governments’ capacity. As Co- task team leader of
the project, Mr de Tommaso conducted a mid-term review of the project and
recommended changes to be made in the design and activities of the project to
ensure the maximum development impact
Economic Governance and Capacity Building Technical Assistance Project,
Guinea 2011—(Task Team Leader) This grant was aimed to strengthen the
capacity of the Government of Guinea to strategize, implement and then monitor
public programs and public administration structures, personnel and financial
management systems, and improve transparency, accountability and governance in
the area of mining. It will provide technical capacity and innovative delivery of
capacity building assistance in support of the government’s reforms. Specifically,
the project will strengthen the government’s capacity to develop a strategic vision
for reforms, strengthen its capacity to control and manage public resources, and
develop a suitable enabling environment for participative development and multistakeholder
coalitions for reform. To do so, it will assist in the development of
government’s strategies and programs, assist in strengthening controls over human
financial and mineral resources, and rebuild capacity within the public sector. This
would lead over time to strengthened fiscal sustainability, improved economic
governance and growth, and enhanced transparency of State institutions and
processes. As Task Team leader of a multi-sectoral team, Mr. de Tommaso was
responsible for the management of a multi-sectoral team and the identification key
priority measures to be supported in the initial period after the return of the
country to democracy
Economic Governance and Institutional Reform, Liberia 2008-2011—
(Human and Financial Management Expert) The objective of the Economic
Governance and Institutional Reform Project is to improve the efficiency and
transparency in managing public financial and human resources, focusing on
revenue administration, public procurement, budget execution and payroll
management. Mr. de Tommaso was responsible for the development of a suitable
environment for the design of a management platform which encouraged
communication between government agencies and reduced the capacity needs of
the government to manage complex new human and financial management
systems. He was also responsible for the identification of activities to be financed
by additional financing provided by the Bank in 2011 to support this project and
its activities
Institutional Development and Technical Upgrading, Tunisia 1997-2001—
(Task Team Leader) This Project provided supported the institutional
development and technical upgrading of sectoral technical centers, and the
establishment of a national metrology system. The objective of such investments
were to create structure to support the marketing of STC activities, ensure
technical upgrading and skills strengthening for existing staff, introduce new
management procedures, and set sales objectives for the services of the centers
and establish a National Metrology System, whose objective was to upgrade
national testing and measurement facilities to international standards, thereby
reducing testing costs of exporting firms. Mr. de Tommaso was involved as a team
member in the identification and preparation of the project, and as a Task Team
Leader in the supervision and the drafting of the Implementation Completion

Government Employment and Pay: A Global and Regional Perspective, Salvatore Schiavo-
Campo, Giulio de Tommaso, Amitabha Mukherjee, 1997, Policy Research
Working Paper No. 1771
An International Statistical Survey of Government Employment and Wages, Salvatore
Schiavo-Campo, Giulio de Tommaso, Amitabha Mukherjee, 1997, Policy Research
Working Paper No. 1806.
Civil Service Reform and Decentralization, Giulio de Tommaso and Jessica Seddon,
Decentralization Briefing Notes, Edited by Jennie Litvack and Jessica Seddon, World
Bank Institute Working Paper, 1999.

Giulio de Tommaso
Staff Information
Stay in Touch

Courses Taught