A typical case, not a client
This study does not describe any real clients and does not report any results obtained from a client: our confidentiality commitments prohibit this. It sets out explicit working hypotheses, then derives orders of magnitude through calculations that you can replicate line by line. During a diagnosis, your figures replace ours.
The modelled situation
The Moroccan public sector and NGOs face various challenges, particularly in resource management, action coordination, and impact assessment. Citizens' expectations for quality public services are increasing, as is the need for NGOs to demonstrate their effectiveness and transparency. The reforms undertaken aim to modernise administrative practices and strengthen collaboration between public and private actors. However, barriers remain, such as bureaucracy, lack of training, and absence of suitable evaluation mechanisms. Sector actors must therefore rethink their strategies to address contemporary challenges and beneficiaries' needs.
| Initial hypothesis | Value | Unit |
|---|---|---|
| Requirements of the framework and funders | 70 | requirements |
| Relevant processes and programmes | 15 | process |
| Agents to be trained | 120 | people |
| Evidence documents by requirement | 2 | documents |
Result, line by line
This sector case study highlights the challenges and opportunities faced by stakeholders in the public sector and NGOs in Morocco. By adopting a collaborative approach and investing in skill development, it is possible to improve service efficiency and meet citizens' expectations. The recommendations aim to encourage strategic thinking and prompt leaders to take concrete actions to transform their organisation. Engaging in this process will not only optimise resources but also strengthen beneficiaries' trust in institutions and NGOs.
| Calculated magnitude | Formula | Result | Unit |
|---|---|---|---|
| Evidence documents to be produced | 70 requirements × 2 documents | 140 | documents |
| Interviews and reviews to be conducted | 15 processes × 2 | 30 | interviews |
| Awareness sessions | 120 people ÷ 15, rounded up | 8 | sessions |
| Control points to be updated | 70 requirements × 15 processes | 1 050 | points |
What we measure first
Lack of coordination
NGO and public administration initiatives often lack synergy, leading to duplication of efforts and resource dispersion.
Insufficient skills
Public sector and NGO actors suffer from a lack of continuous training, limiting their ability to adapt to contextual changes.
Low impact assessment
Project evaluation mechanisms are often absent or insufficiently rigorous, making it difficult to measure the effectiveness of actions taken.
Excessive bureaucracy
Complex administrative procedures slow down project implementation and discourage innovation within organisations.
How the mission unfolds
Strengthen coordination
Establish dialogue platforms between NGOs and administrations to promote information sharing and collaboration.
Develop skills
Organise targeted training sessions for sector stakeholders to enhance their project management and evaluation skills.
Establish evaluation mechanisms
Develop suitable evaluation tools to measure project impact and adjust strategies accordingly.
Simplify procedures
Reform administrative processes to facilitate access to funding and reduce implementation timelines.
Promote transparency
Implement accessible reporting systems to ensure better communication on the results and impacts of actions.
The indicators implemented
Identified during the diagnosis and monitored throughout the mission: these are what make the result demonstrable, not just declarative.
- Budget execution rate by programme
- Average processing time for a user request
- Compliance rate of contracts with procedures
- Number of closed audit recommendations
- Outcome indicators reported to funders
What causes this type of project to fail
Lack of collaboration+
Inadequate training+
Superficial evaluations+
Administrative rigidity+
What is being asked of us
How to improve collaboration between NGOs and the public sector?+
What training is needed for sector stakeholders?+
How to assess the impact of projects?+
What are the barriers to innovation in the sector?+
Let's redo this calculation with your figures
The diagnosis replaces each hypothesis with data collected from you. It lasts half a day and does not commit you to anything.
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