Area of expertise
Local governance
Advisory and capacity building — Local authorities · PPP · Procurement · Territories
Territorial strategy, project structuring and public-private partnerships, public procurement, public asset valorization. We support local authorities and territorial actors from diagnosis to the economic model that makes a project sustainable.
- Typical duration
- 3 to 9 months depending on project scale
- Main deliverable
- Economic model + contractual framework
- Counterparts
- Elected officials, local government managers, partners
- Handover
- Capacity building included
The problem
A public facility rarely deteriorates for lack of funds.
A local authority owns a facility — a sports complex, a function hall, a covered market — built with public funding, then left to an operating budget that never keeps up. The facility deteriorates, its real use drifts from its original purpose, and the question ten years on is no longer "how was it built" but "what to do with it now".
The most common reflex is to look for an extra subsidy to restore it — until next time. The real issue is elsewhere: a public facility with no operating model defined at design time stays dependent, whatever amount is injected.
These situations have a common cause: the decision to invest almost always precedes the decision of who will operate it, how, and with what recurring funding. Reversing that order — building the economic model before, or alongside, the project — is the core of what we do.
A public facility is not saved with a second subsidy. It is saved with an operating model that should have been written before the first stone.
Warning sign
If a facility takes up an operating budget line every year with no document setting out who should operate it and how it self-finances, the asset diagnosis is the first project.
The intervention cycle
Seven steps, two of them specific to this domain.
The two dashed steps vary by domain; the other five are common to all six chains.
- Understand
- Assess
- Consolidate
- Design
- Frame
- Supportto validate
- Deploy
Fields of applicationto validate
Where this domain works in practice.
Institutions & mandates
Structures, mandates, resources and capacities of the public organizations concerned.
Projects & programs
Steering arrangements, decision circuits and accountability mechanisms.
Policy evaluation
OECD/DAC criteria applied to territorial policies and programs.
Territorial coordination
Inter-actor articulation, working interfaces and information circuits.
The competency chain
10 competencies, across two axes and a pivot
Axis 1 establishes and measures. Axis 2 builds. The pivot names the point where one turns into the other.
Axis 1
Organizational & territorial evaluation
Produce institutional knowledge and measure performance.
- 01
Institutional diagnosis
Assessment of the structures, mandates, resources and capacities of the organizations and territories concerned.
- 02
Analysis of institutional and territorial change
Reading of transformation dynamics, their drivers and their effects on the actors of the territory.
- 03
Evaluation of project governance
Appraisal of steering arrangements, decision circuits and accountability mechanisms.
- 04
Governance of complex projects and evaluation methods for territorial development programs
Methodological evaluation frameworks applied to multi-actor arrangements and multi-year programs.
- 05
Appraisal against OECD/DAC criteria
Relevance, coherence, effectiveness, efficiency, impact and sustainability, applied to territorial policies and programs.
- 06
Participatory approach and consolidation of learning
Involvement of stakeholders and conversion of evaluation lessons into reusable methodological assets.
Pivot — from knowledge to architecture
Axis 2
Engineering of strategic planning & governance
Turn the lessons into an operational institutional architecture.
- 07
Institutional modeling
Design of the target scheme: mandates, bodies, roles, responsibilities and articulation of intervention levels.
- 08
Development of the governance operating framework
Bodies, decision-making processes, operating rules and steering indicators.
- 09
Structuring of coordination mechanisms
Inter-actor articulation, working interfaces and information circuits of the permanent arrangement.
- 10
Implementation roadmap
Sequencing of work streams, milestones, associated resources and implementation monitoring arrangement.
Our services
Six services, from territorial strategy to the operating contract.
A successful territorial project links three phases: the diagnosis of what exists, the economic model of what is planned, and the contractual framework that makes it executable.
01
Territorial strategy
Diagnosis of the territory, shared vision, a prioritized development plan with local stakeholders.
- Territorial diagnosis (resources, actors, constraints)
- A vision co-built with elected officials
- A prioritized development plan
- A three-year roadmap
02
Project structuring & PPP
Economic model of a structuring project, partnership agreements, governance of the arrangement.
- Economic model and revenue assumptions
- Legal and contractual structuring of the partnership
- Risk allocation between parties
- A governance body for the partnership
03
Public procurement
Specifications, award procedures, assistance with bid analysis through to award.
- Drafting of technical specifications
- Choice of the appropriate procedure
- Bid analysis grid
- Assistance through to notification
04
Asset valorization
Diagnosis of underused public facilities, sustainable operating models, specifications by segment.
- Technical and use diagnosis of the facility
- Compared economic-model scenarios
- Operating specifications by segment
- A performance monitoring arrangement
05
Capacity building
Building the skills of elected officials and local government managers in steering structuring projects and partnerships.
- Diagnosis of local skills needs
- A training program adapted to the territorial context
- Support on the first real files
- Handover of the steering tools
06
Territorial marketing
Positioning and attractiveness of the territory, a promotion strategy aimed at investors and visitors.
- Image and positioning diagnosis
- A targeted attractiveness strategy
- Territorial promotion materials
- A medium-term action plan
Typical deliverablesto validate
What appears in a proposal — a document, not an intention.
Every deliverable is handed over in an editable format, with its documentation. You are never dependent on the firm to keep it up to date.
These six deliverables were drafted by the firm from the existing expertise page and the harmonization note: the source chain contained none.
- Territorial diagnosis
- Project economic model
- Partnership agreement
- Operating specifications
- Capacity building program
- Performance monitoring pack
An example
Valorization of sports and socio-cultural facilities.
- The situation
- Underused sports and socio-cultural facilities, with no operating model or lasting operating funding, despite an asset base built at high cost.
- What we did
- Full asset diagnosis, design of a self-financing economic model, structuring of the partnership agreements and drafting of the operating specifications by facility segment.
- What was delivered
- An exhaustive asset diagnosis, an economic model validated by stakeholders, the partnership agreements ready to sign and a specification per facility type.
- What stayed
- The first facilities have moved into operation under the new model, with a solidarity sports fund backed by the revenue generated. The authority steers the rest with the tools handed over.
A real engagement, presented by sector. The client name is given as a reference in tender submissions, with their written consent.
Timelines and conditions
What to plan for on your side.
Duration. A territorial or asset diagnosis takes 6 to 10 weeks. The full structuring of a structuring project, economic model and contractual framework included, runs three to six months depending on the complexity of the partnerships to negotiate.
Internal availability. The availability of elected officials and decision-making managers conditions the calendar more than the method: territorial trade-offs are made in council, not by email. Anticipate the deliberation slots from the framing stage.
Success conditions. Clear political backing of the project, a condition of any credible partnership; access to the existing asset and budget data, even incomplete; and involvement of the technical services from the diagnosis, not only at signature.
What we refuse. Designing a financial arrangement that holds only on optimistic assumptions of attendance or revenue. An economic model that does not survive a prudent scenario is not one; we say so before signature, not after the first loss-making year.
Cost
The price depends on the number of consultant-days, not on the size of your organization. We state the daily rate, the number of days per step and what each step produces. The framing consultation is free.
References for this domain
The organizations that trust us.
32 organizations supported, across every sector.
TOURBA
Mediouna Services S.A — شركة التنمية مديونة خدمات ش.م
Ministère de l'Équipement et du Transport — Royaume du Maroc
Ministère de la Fonction Publique et de la Modernisation de l'Administration
Ministère de l'Habitat, de l'Urbanisme et de la Politique de la Ville
Conseil National des Droits de l'Homme (CNDH)
Agence Nationale pour le Développement de l'Aquaculture (ANDA)
Zoo de Rabat
District Autonome d'Abidjan
UNESCO
Coopération allemande — Deutsche Zusammenarbeit (GIZ)
BTC–CTB, Belgian Development Agency
FDFP — Fonds de Développement de la Formation Professionnelle (Côte d'Ivoire)
Institut Français Casablanca
Campus Veolia Environnement
Amendis
Redal
RADEEL — Régie de distribution d'eau et d'électricité, Larache
TAQA Morocco
JESA
Webhelp
Philip Morris International
SIANA — maintenance des rames à grande vitesse
Altadis
CFR
DIRA — Dirafrost
Groupe Maroc Soir
Global Media Strategic Consulting
Med Radio
Fondation Zakoura
Zakoura Academy
Fondation Wasl wa Idmaj
Our services
7 services, available separately
Its work covers the full set of levers for transforming territorial public action.
- Public Management ModernizationRedesign of organizations and decision-making channels, simplification of procedures and stronger performance of devolved services, in a logic of proximity, efficiency and accountability.
- Devolution & DecentralizationSupport for the transfer and distribution of responsibilities between the central, regional and provincial levels, and for the effective exercise of the powers devolved to the State's territorial representations.
- Territorial Human ResourcesWorkforce sizing, strategic skills planning (territorial workforce planning) and professionalization of local managers, in the service of a performing proximity administration.
- Capacity Building for Territorial ActorsCapacity building for territorial actors and staff of devolved services on local governance, project management and public management.
- Organizational AdvisoryOrganizational diagnosis, structuring of steering arrangements and change-management support within territorial institutions.
- Public Management ProceduresDesign and optimization of the procedures, manuals and management tools that guarantee transparency, traceability and sound governance of local public action.
- Advisory for SMEs & Professional AssociationsAdvisory dedicated to SMEs and professional associations: structuring, professionalizing practices, supporting governance and growth.
Frequently asked questions
Do you work only with local authorities, or also with private actors?
Both. Most of our arrangements bring together a local authority and one or more private or non-profit partners: that is the very nature of a public-private partnership.
Is an asset-valorization economic model transferable from one facility to another?
The method is; the assumptions are not. A sports complex and a covered market have neither the same uses nor the same possible revenue — each model is built on the real data of the facility concerned.
Do you support the procurement procedure, or only its preparation?
We prepare the specifications and assist with bid analysis. The award decision and the formal conduct of the procedure are for the authority and its competent services.
What is the useful life of an economic model of this kind?
A well-built model stays relevant three to five years before needing a revision, particularly if the attendance context or the operating costs change significantly.
By setting each of its engagements within the new national orientations — new development model, territorial convergence and proximity governance — NAITECH Consult positions itself as a reference partner for the institutional actors engaged in the transformation and performance of territories.
The other practices
Human capital & HR
Workforce planning · Frameworks · Appraisal · HRIS
Training engineering
Master plan · Programs · Evaluation
Management consulting
Processes · Change · Risk · Service quality
Social, legal & labor-relations compliance
Employment law · Social dialogue · Audit
Governance of artificial intelligence
Dashboards · Simulators · AI governance
Let's talk about your project
Human capital, training, organization, governance, compliance or artificial intelligence — our teams support you in Morocco and internationally.